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jean inman domain 3 - Questions with Explanations of Answers Latest Update 2024
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- Jean Inman Domain
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- Jean Inman Domain
jean inman domain 3 - Questions with Explanations of Answers Latest Update 2024
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jean inman domain 3herzberg two factor theory - ✅✅ -maintenance (hygiene) factors and motivation
factors. Hygiene factors- satisfiers and disatisfiers. they do not produce motivation
but can prevent it from hapening. Motivators are like job enrichment and call forth
achievement and personal accomplishment.
mcgregor - ✅✅ -theory x and theory y. Theory X is that people dislike work and will
avoid it if possible- authoritarian, work-centered, motivation through fear. Theory Y is
positive and parcipitative, work is as natural as play or rest
mccelland - ✅✅ -power affiliation theory. People all have a need for power, a need
to achieve and a need for affiliaton.
hawthorne studies- western electric-elton mayo - ✅✅-giving people special
attention made them have better productivity
expectancy theory - ✅✅ -beer, vroom. rewards are motivators only under certain
circumstances, everyone is rewarded by different things.
path goal theory- evans, house - ✅✅ -leader's effect on employee's motivation to
perform. motivation to behave in a particular manner is the result of an expectation
that a behavior will result in a particular goal
autocratic leader -✅✅ -demands obedience, most control, full responsibility..if there
was a crisis youd have to be
consultative - ✅✅-asks for input, but makes the final decision alone
bureaucratic - ✅✅-by the book, follows procedures to the letter
parcipitative - ✅✅-emerging trend in management. encourage workers to
participate in decision making. quality circles. democratic
✅✅-least control
free rein -
country club management, - ✅✅-employee centered, seeking approval and
acceptance. comfortable, friendly atmosphere
bottom left-impoverished management - ✅✅ -low concern for people and
production. puts in minimal effort to get work done, desire to hang on.
top right- team managmeent - ✅✅ -best one, high concern for people and
production. common stake in purpose. most desirable.
, bottom right- authority, obedience, autocratic -✅✅ -low concern for people, high
concern for production. people are commodities. focus on production, tasks,
domination, mastery, control
✅✅
likert - -managemetn of conflict. four basic systems:
exploitive, autocratic (job-centered)
benevolent, autocratic (job-centered)
consoltative (employee centered)
participative (employee centered, most effective, employees have a role in decision
making)
✅✅
peter principal - -promote someone to a level of incompetence, move them to a
job with a different skillset
management theories-traditional/classical - ✅✅ -formal structure that organizes and
administers work activities. coordination is the main responsibility of management.
focuses on tasks, structure, authority. unity of command- each is accountable to only
one superior, critisicms are mechanistic, impersonal
human relations (behavioral theory) - ✅✅ -employees work in groups, morale and
producgtivity, employee participation in decision making, theory z (ouchi)- the value
of company is the people-share power
systems approach - ✅✅ -organized whole composed of interdependent parts called
subsystems. chnage in one part affecs the other. input, transformation, output.
tannebaum and schmidt leadership continuum - ✅✅ -range of possible leadership
behaviors, each is related to the degree of authority used by management.
contingency approach - ✅✅ -in highly favorable and highly unfavorable situations a
task oriented leader is more effective, in moderately favorable situations a
relationship oriented leader is more effective.
scientific management-taylor - ✅✅ -scientific=physical. work centered! workers
must work at the fastest pace possible, maximum efficiency, focuses on physical
aspects of the job
MBO- drucker - ✅✅ -management by objectives, democratic parcipative, establish
goals with employees
transformational -✅✅ -agents of change, inspire followers to become motivated,
parcipitative, wants the group to accept the mission
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