MGMT 320 1st EditionLecture 7Outline of Last Lecture I. Environmental influencesa. Economicb. Technologicalc. Sociald. Legal/PoliticalII. Early Behavioral Theoristsa. Chester Bernardb. Mary Parker Folletc. Hawthorne studiesi. Elton Mayod. Human Relations MovementOutline of Current Lecture I. Human relations movementa. Abraham Maslowb. Douglas McGregorII. Contemporary ViewpointsCurrent LectureMGMT 3201. Human Relations Movementa. Behavioral viewpoint – developed from Mayo’s conclusionsb. Managers need to be trained to manage in ways that increase cooperation & productivity c. Abraham MaslowThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.i. Hierarchy of needsii. people are motivated to satisfy lowest level first, can't move on until prior level is taken care ofiii. a person is motivated to pursue rewards that satisfy their lowestlevel of unsatisfied neediv. Application managers need to recognize the level of needs subordinates have satisfied in order to develop reward systems that motivate them v. Problems for managers1. The level a subordinate is at shiftsa. Can move backwards as well b. levels are moving targets2. Different people may be at different levels – even if currently receiving same rewardsa. If you try to motivate using different rewards for thesame work, it can go against motivation (inequitablesituation)Highest - Highest - EsteemEsteemSocialSocialSecurity/safetySecurity/safetyLowest -Lowest -b. It’s not fair and people get upset I’m not being treated fair, I’m not going to do what they want me to do d. Douglas McGregori. Descriptive (how it is), NOT prescriptive (NOT how it should be)ii. Theory X & Theory Y1. A manager’s assumptions dictate how s/he manages and behave in an organization2. Contemporary viewpointsa. Told hold in late 1900’s (some triggers may have come earlier)b. Starting 1970’s through 1990’si. Economic1. 1970’sa. PoorT h e o r y X M a n a g e r b e l ie v e sp e o p l e d i s l i k e w o r k , j u s t w a n t a p a y c h e c kn o o n e r e a l l y w a n t s t h i s m a n a g e rm a n a g e m e n t s t y l e : t e l l s p e o p l e w h a t t o d o , h o w t o d o i t , & c l o s e l y s u p e r v i s e sp e o p l e n e e d t o b e c o n t r o l l e d & d i r e c t e d t o w a r d s o r g a n i z a t i o n a l g o a l sT h e o r y Y M a n a g e r b e l i e v e s p e o p l e s e e k r e s p o n s i b i l i t yp e o p l e a r e s e lf - d i r e c t e d & s e l f - c o n t r o l l e dm a n a g e m e n t s t y l e : d e v e l o p a s h a r e d v i v s i o n o f g o a l s , p r o v id e r e s o u r c e s & c o a c h f r o m a d i s t a n c em o s t e m p l o y e e s o n l y p a r t i a ll y u t i l i z e t h e i r p o t e n t i a l & w a n t t o d o m o r e t h a n t h e y a r e e x p e c t e d t o d ow o r k i s n a t u r a l , p e o p l e w a n t t o w o r kb. High inflation, high unemployment, high interest rates2. 1980’sa. Improving3. 1990’sa. Boomingii. Technological 1. Availability of affordable computingiii. Social1. Continued pressure for worker equality 2. The development of the attitude of the importance of employees (“we’re only as good as the people who work here”)iv. Legal/political 1. Continued increases in legal protections for workersa. EX: maternity leave & holding
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