Professional Documents
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OBJECTIVES
1. 2. 3. 4. Define human relations and determine why its study is important. Summarize early studies that laid the groundwork for understanding employee motivation. Compare and contrast the human-relations theories of Abraham Maslow and Frederick Herzberg. Investigate various theories of motivation, including Theories X, Y, and Z; equity theory; and expectancy theory. 5. Describe some of the strategies that managers use to motivate employees. 6. Critique a businesss program for motivating its sales force.
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Theory Y
Theory Z
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1. Theory X managers assume that workers generally dislike work and must
be forced to do their jobs. a. Managers maintain tight control over workers, try to motivate through fear, and make autocratic decisions. b. Theory X assumes that the average worker prefers to be directed, avoids responsibility, has relatively little ambition, and wants security. c. Theory X focuses on physiological and security needs and virtually ignores the higher needs discussed by Maslow. 2. Theory Y assumes that workers like to work and will normally seek out responsibility to satisfy their social, esteem, and self-actualization needs. a. Theory Y managers maintain less control and supervision, do not use fear as a motivator, and are more democratic in decision making. b. Theory Y assumes people will exercise self-direction and self-control to achieve objectives to which they are committed. c. Theory Y managers address the high-level needs in Maslows hierarchy as well as physiological and security needs. D. Theory Z PPT10.25
F. Equity Theory. According to equity theory, how much people are willing to
contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange. 1. In theory, the rewards an individual receives are proportional to the contribution made to the organization. 2. Each worker regularly develops a personal input-output ratio by taking stock of his or her contribution (inputs) to the organization in time, effort, skills, and experience and assessing the rewards (outputs) offered by the organization in pay, benefits, recognition, and promotions. 3. An employee who feels that his or her rewards dont match his or her contributions (in equity) will probably try to get a raise or leave the organization. 4. Almost all issues involved in equity theory are subjective and can cause problems for managers. 5. Managers should try to avoid equity problems by ensuring that rewards are distributed on the basis of performance and that all employees clearly understand the basis for their pay and benefits. PPT 10.29
G. Expectancy Theory.
Psychologist Victor Vrooms expectancy theory assumes that motivation depends not only on how much a person wants something but on the persons perception of how likely he or she is to get it. 1. This theory is complex because it suggests that every action leads to a number of different outcomes, some of which are desirable and some that are not. 2. Expectancy theory suggests that managers should show employees that they can achieve the outcomes they desire.
V. Strategies for Motivating Employees A. Based on the theories of motivation discussed earlier, managers have developed a number of strategies for motivating employees to achieve organizational objectives and boosting morale. B. Behavior Modification PPT10.30
2. Job rotation allows employees to move from one job to another to relieve
the boredom associated with specialization. a. Job rotation allows workers to undertake a variety of tasks and to learn new skills. b. One drawback of job rotation is that employees may eventually become bored with all the jobs in the cycle. c. Job rotation is extremely useful when a person is being trained for a position that requires an understanding of the various units in an organization. PPT 10.33
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SUPPLEMENTAL LECTURE
The Importance of Morale and Esprit de Corps in Management
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CONTROVERSIAL ISSUE
A Second Look at Sinclairs The Jungle Early in the 20th century, Upton Sinclair spent several weeks in Packingtown, the part of Chicago in which meat-processing plants were located. His assignment was to write a novel about the plight of processing-plant workers. His writing first appeared as a serial in a periodical called Appeal to Reason, and was later printed in book form as The Jungle. The Jungle had an immediate impact, but it was not the impact that the author and his sponsors had expected. Passages concerning the filth in which meat was made captured the nations attention and led to some corrective federal legislation. The plight of the workers was lost in the shuffle. Lets look at these workers in greater detail. Sinclairs novel and the resulting legislation attacked the owners/operators of the meat-processing plants for the filthy conditions they allowed to exist. For example, the most graphic passages explained in great detail that the processed meat could contain one or more of the following items: rat poison, rat dung, rats, human tuberculosis germs, bread set out (and poisoned) to catch rats, two-year-old sausages that had been rejected at foreign ports of entry, and human urine. Such conditions were deplorable, and the owners/operators received all the blame. However, if you reread the graphic passages with an open mind, free from anti-management preconceptions, you may pause to carefully consider the actions of workers who carelessly threw dead
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GET INVOLVED
1. Consider a person who is homeless: How would he or she be motivated and what actions would that person take? Use the motivation process to explain. Which of the needs in Maslows hierarchy are likely to be most important? Least important?
2. View the video Cheaper by the Dozen (1950) and report on how the Gilbreths tried to incorporate
their passion for efficiency into their family life. 3. What events and trends in society, technology, and economics do you think will shape management theory in the future?
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SEE FOR YOURSELF VIDEOCASE: Taking Vacations Can Improve Your Career
Case Overview Thirty-six percent of US workers do not use their vacation time. This case examines the dangers of not taking time off occasionally. Exhausted employees are less efficient and therefore take more time to complete tasks. Employees are more likely to make mistakes, and employers and employees alike are likely to burn out or become ill if they do not take occasional breaks. Vacation time is much more valued in other cultures around the world, and research is beginning to support what workers in other
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1. What are some reasons employees do not take all of the vacation time allotted to them?
Much about the workplace contributes to this issue. Many companies, in America at least, maintain a work, work, work, 24/7 mindset, causing employees to fear that taking time off will indicate that they lack the dedication needed to maintain or move up in their positions. Another major deterrent for the employee wary of taking a vacation is the amount of work that will be waiting upon his or her return. 2. What can employers do to actively encourage employees to take their vacation time? Employers can help employees plan in advance for vacations, easing their minds about leaving the office while ensuring that needed work gets done. Employers may set up work share-type programs to further encourage employees that they will not be chastised if they take time off. Employers can communicate the benefits of vacation time and provide programs such as those at Sanyo (earn extra time off by volunteering), Hyperion (earn time off by remaining continuously with the company) and T-Mobile (all employees to begin earning time off immediately). 3. What are the benefits of employee vacations, both to the employer and to the employee? Research clearly states that both employers and employees would benefit by each person taking his or her allotted vacation time. Employees who take vacations are more productive and more creative at work. There are also the health benefits to consider of the reduced stress and extra rest time gained during a vacation. Healthier, happier employees benefit the company through increased production, less sick time off, and lower health insurance bills.
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TEACHING SUGGESTIONS
1. Begin the class session with a brief writing assignment. Have students write for a few minutes on the following: Why is the study of human relations important? Call on different students to give their written answers. Use these answers and/or your discussion as a lead-in to the lecture. 2. Use the Lecture Outline and Notes and slides to emphasize the main points of the chapter. 3. Review the quiz provided.
4. Discuss the Check Your Progress questions in the textbook. To give students additional
questions, use Additional Discussion Questions available in this Instructors Manual.
5. Examine the boxed materials. Questions and answers are provided in this Instructors Manual.
6. Have students discuss the relative advantages and disadvantages of Theory X, Theory Y, and Theory Z.
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