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Introduction to business: motivation

1247d0fbb1983f2e8070809bb7acd6ef?s=47 Ted Major
March 31, 2016

Introduction to business: motivation



Ted Major

March 31, 2016

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  1. Management, motivation, and leadership flickr photo by whatsthatpicture https://flic.kr/p/7vWjfM shared

    under a CC (BY-NC) license
  2. Why are you here today?

  3. Motivation • Intrinsic • Extrinsic

  4. Scientific Management • time-motion studies • principles of motion economy

  5. None
  6. Image courtesy http://www.jacmusic.com/300B/300B-index.htm

  7. Image courtesy of http://chuckmancollectionvolume11.blogspot.com

  8. Image courtesy Morton College Hawthorne Museum http://www.morton.edu/Hawthorne_Museum/

  9. flickr photo by BetterWorks https://flic.kr/p/9VjtZA under a CC (BY) license

  10. By David Shankbone; cropped by Beyond My Ken (talk) 10:09,

    28 February 2015 (UTC) - David Shankbone, CC BY-SA 3.0, https://commons.wikimedia.org/w/index .php?curid=38643076
  11. ©1931, Lewis W. Hines

  12. None
  13. cc licensed ( BY SD ) flickr photo by Salim

    Virji: http://flic.kr/p/Bzxus
  14. cc licensed ( BY NC ND ) flickr photo by

    andrew d miller: http://flic.kr/p/4g7gHN
  15. Theory X and Theory Y (MacGregor’s Management Styles) Theory X

    • people dislike work & will avoid it when possible • workers must be threatened with punishment to work • workers prefer to be directed, avoid responsibility, have little ambition & want security • motivators are fear & money Theory Y • people naturally like work • people work toward goals • commitment depends on rewards • people seek responsibility • people use imagination, cleverness & creativity to solve problems • the average person’ s intellectual potential is only partially realized • people are motivated by a variety of rewards
  16. Herzberg’s Motivating Factors (job content) Hygiene • company policy &

    administration • supervision • working conditions • interpersonal relations • salary, status, job security Motivators • work itself • achievement • recognition • responsibility • growth & advancement
  17. Equity theory • Employees expect fair return for work: “equity

    norm” • Equity norm relative to coworkers: "comparison other" • If employees feel they are treated unfairly (outputs unequal to inputs)? – Cognitive distortion – Alter inputs/outputs – Leave organization
  18. Equity Theory • People compare total inputs to outputs •

    Different people value inputs & outputs differently • OK for senior employees to earn more, but too much inequality is demotivating • Perceptions of inputs/outputs may be inaccurate
  19. Equity Theory • Underpaid? • Overpaid?