Dec 9- Lecture 12- Motivating Employees

Transcription

1 Dec 9- Lecture 12- Motivating Employees Managers: get you to try hard and care Last week: Talked about mother-on a Sunday morning. Purpose of the organization was to get to his grandmother s house on time, and make a good impression on her, and to let his grandmother know that she was loved, and that what his mother did in her capacity as a manager was she planed, organized, led and controlled his behavior so that he d be happy to go along with her plan. Hawthorne Experiment: unintended or surprising consequence. The environment helps -> office is right temperature, put down carpet, put offices with breaks, nice views, etc. Theory X & Theory Y Douglas McGregor ( ) Professor of Management MIT Sloan School Author: The Human Side of Enterprise Voted 4 th most influential management text of the 20 th century MCGregor didn t necessarily say you should manage people this way or that way, he simply pointed out the cognitive dissonance about we set up rules and regulations that give people power and authority. And they get factious and bullied about it. Before you discipline somebody, stop, think about what it is you re supposed to be doing to get people to try harder. Theory X: Work done best in controlled environments e.g.: Scientific Management Make lots of rules Assume people are lazy and dumb Managers can make 1 of 2 assumptions: Theory X Theory Y People: People: are lazy are energetic lack ambition are ambitious avoid responsibility seek responsibility are selfish are selfless not very bright are intelligent

2 Theory X Most businesses (hierarchies and rules) set up to manage people as Theory X How loyal, committed, and motivated will that make most people feel? Theory Y Businesses hire people based on good credentials, impressive resumes, and positive references. In private life: people raise families, volunteer, coach, get further education They see themselves behaving as Theory Y manage them accordingly Abraham Maslow Psychologist Columbia University People have a variety of needs Some needs more basic than others Everyone needs basic things to survive: food, shelter, clothing As income, education, health and well-being improve, we want to satisfy less basic needs Hierarchy of Needs Self- Actualisation Ability to grow; develop skills; Interesting job/challenging job (What did Michael Jordan do after retiring from basketball? He challenged himself into joining baseball. Because he though it might be fun. And he loved it. -> ex. of self actualization) Esteem Status, respect, honours Title (chief or captain, or high priest, employee of the month), big office, parking spot Social : Love, affection, Friendship, Friends at Work; belong to team Security : Physical and, emotional security Job security, pension, health insurance (once you get too old to work, society will take care of you)

3 Physiological Food, shelter Salary or wage Criticism: It tends to be western-culture focused, and there are other cultures who value other things more highly. also, it was structured that you have to go through one thing at a time. (might be on exam as a short answer question!) Herzberg: Motivation Hygiene Frederick Herzberg ( ) University of Utah Author: "One More Time, How Do You Motivate Employees?" the most requested article in the history of the Harvard Business Review. Herzberg (1959) interested in: what people liked what they disliked about their work Surveyed: engineers & accountants Herzberg: Findings They Liked achievement recognition the work itself responsibility advancement & growth They Disliked supervisors working conditions (i.e. two star hotel) interpersonal relations (officei politics; sucking up to the boss, etc) pay and security company policies & administration What people like not opposite of what they dislike Like Dislike not opposites achievement supervisors Like not opposites Dislike recognition working conditions Like not opposites Dislike The work interpersonal relations

4 Sources of satisfaction/ dissatisfaction: not extreme ends of a single range, but two entirely separate lists. Herzberg: Motivation Hygiene Hygiene factors These things dis-satisfy people You can t do without them so, make these acceptable. Hygiene Factors Disliked Best you can { supervisors do is make these { working conditions tolerable or { personal relations acceptable { pay and security So give people things they do like, not what they don t like Motivation Factors These things make people happy. Adding motivation factors increases satisfaction Liked achievement { recognition { motivators the work itself { give your responsibility { employees advancement { more Herzberg: Motivation - Hygiene People will never like supervision best you can do is make them neutral, i.e. not dis-satisfied People will always want more pay best you can do: make them not dis-satisfied

5 Summary: 6 Theories & Models Classical Theory Scientific Management Hawthorn Experiments Theory X and Theory Y Herzberg: Two-Factor Theory This course serves as an introduction to business, the role of businesses in the Canadian economy, and the management of businesses. The course begins with an overview of Canadian businesses and the environments in which managers of businesses must work: the economic environment, the entrepreneurial environment, and the global environment. then considers the role of managers and the process of management, including planning and organizing the resources of the firm, with particular emphasis on motivating and leading human resources. Key Learning Outcomes (1) The features and characteristics of a business; The raw material for all businesses: factors of production ; The features and characteristics of the Cdn. economic system, and how private enterprises (businesses) participate within that system; The concept of "markets" and various types of markets (perfect competition, monopolistic competition, oliogopolies, and monopoly); Measures of how an economic system is performing: GDP, GDP growth, GDP per capita, inflation, employment and unemployment;