Business 103 Chapter 10

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  1. intrinsic reward
    • The personal satisfaction you
    • feel when you perform well and
    • complete goals.
  2. extrinsic reward
    • Something given to you by
    • someone else as recognition
    • for good work; extrinsic
    • rewards include pay increases,
    • praise, and promotions.
  3. scientific management
    • Studying workers to find the
    • most efficient ways of doing
    • things and then teaching
    • people those techniques.
  4. time-motion studies
    • Studies, begun by Frederick
    • Taylor, of which tasks must be
    • performed to complete a job
    • and the time needed to do
    • each task.
  5. principle of motion
    economy
    • Theory developed by Frank
    • and Lillian Gilbreth that every
    • job can be broken down into a
    • series of elementary motions.
  6. Hawthorne effect
    • The tendency for people to
    • behave differently when they
    • know they are being studied.
  7. Maslow's hierarchy of
    needs
    • Theory of motivation based on
    • unmet human needs from basic
    • physiological needs to safety,
    • social, and esteem needs to
    • self-actualization needs.
  8. motivators
    • In Herzberg's theory of
    • motivating factors, job factors
    • that cause employees to be
    • productive and that give them
    • satisfaction.
  9. hygiene factors
    • In Herzberg's theory of
    • motivating factors, job factors
    • that can cause dissatisfaction if
    • missing but that do not
    • necessarily motivate
    • employees if increased.
  10. goal-setting theory
    • The idea that setting ambitious
    • but attainable goals can
    • motivate workers and improve
    • performance if the goals are
    • accepted, accompanied by
    • feedback, and facilitated by
    • organizational conditions.
  11. management by objectives
    • A system of goal setting and
    • implementation; it involves a
    • cycle of discussion, review, and
    • evaluation of objectives among
    • top and middle-level managers,
    • supervisors, and employees.
  12. expectancy theory
    • Victor Vroom's theory that the
    • amount of effort employees
    • exert on a specific task
    • depends on their expectations
    • of the outcome.
  13. reinforcement theory
    • Theory that positive and
    • negative reinforcers motivate a
    • person to behave in certain
    • ways.
  14. equity theory
    • The idea that employees try to
    • maintain equity between inputs
    • and outputs compared to
    • others in similar positions.
  15. job enrichment
    • A
    • motivational strategy that
    • emphasizes motivating the
    • worker through the job itself
  16. job rotation
    A job enrichment strategy that involves moving employees from one job to another.
  17. high-context culture
    • workers build personal relationships and
    • develop group trust before focusing on tasks.
  18. low-context culture,
    • workers
    • often view relationship building as a waste of time that diverts attention from
    • the task.

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Author:
davecowman
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335128
Filename:
Business 103 Chapter 10
Updated:
2017-10-25 17:30:57
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Chapter 10
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Chapter 10
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