Theory X and Theory Y
Theory X
Inherent dislike for work and will attempt to avoid it
Must be coerced, controlled or threatened with punishment
Will avoid responsibilities and seek formal direction
Place security above all factors and will display little ambition
Theory Y
View work as being as natural as rest or play
Will exercise self-direction and self-control if committed to objectives
Can learn to accept, even seek, responsibility
Can make innovative decisions on their own
Two-Factor Theory
Hygiene factors affect job dissatisfaction
Quality of supervision
Pay
Company policies
Physical working conditions
Relations with others
Job security
Motivator factors affect job satisfaction
Promotional opportunities
Opportunities for personal growth
Recognition
Responsibility
Achievement
Herzberg’s Two-Factor Theory
Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation.
If a manager wants to motivate people on their jobs, he should emphasize factors associated with the work itself or to outcomes directly derived from it.
McClelland's Theory of Needs
Need for achievement (nAch)- drive to excel
Need for power (nPow) - the need to make others behave in a way they would not have behaved otherwise
Need for affiliation (nAff) - the desire for friendly and close interpersonal relationships
High achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk
High achievers are not necessarily good managers.
Low need for affiliation and high need for power closely related to managerial success
Employees can be trained to stimulate their achievement need.
Cognitive Evaluation Theory
Proposes that the introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation
Verbal rewards increase intrinsic motivation, while tangible rewards undermine it
Goal-Setting Theory
Specific goals lead to increased performance.
Difficult goals, when accepted, result in higher output than easy goals.
Self-generated feedback is a more powerful motivator than externally generated feedback.
Influences on goal-performance relationship:
Commitment
Task characteristics
National culture
Management by Objectives (MBO)
Converts overall organizational objectives into specific objectives for work units and individuals
Common ingredients:
Goal specificity
Participation in decision making
Explicit time period
Performance feedback
Self-Efficacy Theory
Refers to an individual’s belief that they are capable of performing a task
Ways self-efficacy can be increased:
Enactive mastery – gain experience
Vicarious modeling – see someone else do the task
Verbal persuasion – someone convinces you that you have the skills
Arousal – get energized
Equity Theory
Employees weigh what they put into a job situation (input) against what they get from it (outcome).
Then they compare their input-outcome ratio with the input-outcome ratio of relevant others.
Theories are Often Culture-Bound
Most motivation theories were developed in the U.S. by Americans and about Americans
Not all cultures have the same characteristics as American culture
Many cultures desire interesting work and other factors
Implications for Managers
Look beyond need theories
Goal setting leads to higher productivity
Organizational justice has support
Expectancy theory’s power in explaining productivity increases
Wednesday, November 18, 2009
Thursday, November 12, 2009
Benefits of Empowerment
Numerous positive behaviors may be observed among the members of empowered teams.They often:
1-Focus to satisfy the organization's purpose such as satisfying the customer and achieving financial objectives rather than trying to satisfy the supervisors.They talk about customer and business needs and the team's performance toward meeting those needs.They will question management when reasons for objectives are not clear.They want to know the why as well as the what.They will not afraid to question or offer suggestions to management because they work for the interests of the business and their customers.
2-Behave more as owners of the organization.Often employees do task which are not in the job description.They eagerly monitor performance indicators because doing so make them achieve their target and aims.Experienced member teach new employee proactively by sharing their ideas and suggestions to ensure everybody give their full strength to achieve team performance. Behaviors of this sort are evidence that team members feel responsible for the success of the organization,and prefer to take responsibility rather than abdicating that responsibility to the boss.
3-More Entrepreneurial and innovative.If they see a problem,they will energetically try to solve it.They freely seek to implement their ideas,and are willing to try new techniques which may yield improvements.Members are often observed constructively building on ideas from each other in search of solutions to problems.
4-Communicate well within the team as well as outside the team.Open communications are key in all of the above examples.
1-Focus to satisfy the organization's purpose such as satisfying the customer and achieving financial objectives rather than trying to satisfy the supervisors.They talk about customer and business needs and the team's performance toward meeting those needs.They will question management when reasons for objectives are not clear.They want to know the why as well as the what.They will not afraid to question or offer suggestions to management because they work for the interests of the business and their customers.
2-Behave more as owners of the organization.Often employees do task which are not in the job description.They eagerly monitor performance indicators because doing so make them achieve their target and aims.Experienced member teach new employee proactively by sharing their ideas and suggestions to ensure everybody give their full strength to achieve team performance. Behaviors of this sort are evidence that team members feel responsible for the success of the organization,and prefer to take responsibility rather than abdicating that responsibility to the boss.
3-More Entrepreneurial and innovative.If they see a problem,they will energetically try to solve it.They freely seek to implement their ideas,and are willing to try new techniques which may yield improvements.Members are often observed constructively building on ideas from each other in search of solutions to problems.
4-Communicate well within the team as well as outside the team.Open communications are key in all of the above examples.
Freedom from Fear
Ideas and feedback from employees are essential.These can only come when employees feel they can give their comments without exposure to blame,reprisals,or other consequences administered by a management.Employees feared their ideas might be ridiculed or cause others to view them as troublemakers.
Fear that management will view any negative comment as adverse is a powerful disincentive for employees to provide suggestions,challenge the status quo,or to offer accurate and honest feedback.
This sort of fear prevent people from making improvements suggestions,employees fear that their suggestions will be viewed as criticism of managerial practices.
Fear also cause people distance away from working to improve efficiency,they may believe that such activities will cause job elimination.
Fear of reprisal to an employee who makes a mistake may caused employee to cover up their mistake and make them deliver low quality product to customers.
It has been estimated that more than 80% of quality problems are caused by management action,whereby less than 20% caused by worker error.More than 80% problem causes rooted from managerial control-the systems,procedures,policies,equipment,etc.
It requires substantial effort and cultural change to replace this fear with open communication.
There are too many new skill to learn and to many old habits to overcome.
Fear that management will view any negative comment as adverse is a powerful disincentive for employees to provide suggestions,challenge the status quo,or to offer accurate and honest feedback.
This sort of fear prevent people from making improvements suggestions,employees fear that their suggestions will be viewed as criticism of managerial practices.
Fear also cause people distance away from working to improve efficiency,they may believe that such activities will cause job elimination.
Fear of reprisal to an employee who makes a mistake may caused employee to cover up their mistake and make them deliver low quality product to customers.
It has been estimated that more than 80% of quality problems are caused by management action,whereby less than 20% caused by worker error.More than 80% problem causes rooted from managerial control-the systems,procedures,policies,equipment,etc.
It requires substantial effort and cultural change to replace this fear with open communication.
There are too many new skill to learn and to many old habits to overcome.
Monday, November 9, 2009
Plant Management
The plant
The factory
The place where products are made
The business strategy
The location
Dedication: The focused factory
Operations
Products
Processes
Communication
The Focused Factory
Product focused: production is organized around the type of product/service being produced, i.e. assembly line.
Process focused: production is grouped according to type of processes, i.e. batch production.
Alignment with Business strategy
Focus:
Low manufacturing cost through automation and technological superiority
High flexibility through lean operations
High volume through mass manufacturing
Alignment with Location
Location, Location, Location.
Location is strategic important to ensure low cost in shipping and transportation and logistics
Alignment with Strategic Partners
Proximity and communication with suppliers and strategic partners
Operations Management
The business activity that transforms inputs into outputs of greater value.
(Russell, 2002)
The business activity that involves the design, development, and maintenance of systems and processes that transform resources, such as raw materials, technology, and labor into goods and services that meet customers’ needs.
(Raturi, 2005)
Operations Management
The product
Tangible goods
It defines strategic objectives and decisions, customers, market and, of course, profit to an organization.
An effective product development approach offers 3 key benefits:
Market position
Resource utilization
Organization renewal and enhancement
The process
A set of activities that is arranged in sequence and taken together to produce a result of value to the customer.
It constitutes what can an organization do better than the rest of other players in the industry.
It defines the organization’s capability and the way it chooses to be in the marketplace.
Current Issues
Effectively consolidating the operations resulting from mergers
Developing flexible supply chains to enable mass customization of products and services
Managing global supplier, production and distribution networks
Increased “commoditization” of suppliers
Achieving the “Service Factory”
Enhancing value added services
Making efficient use of Internet technology
Achieving good service from service firms
Expectation
Excellent performance in:
Personnel safety
Process safety
Environmental
Product Quality
Reliability
Energy and other variable cost efficiency
Fixed cost
Staffing levels
The factory
The place where products are made
The business strategy
The location
Dedication: The focused factory
Operations
Products
Processes
Communication
The Focused Factory
Product focused: production is organized around the type of product/service being produced, i.e. assembly line.
Process focused: production is grouped according to type of processes, i.e. batch production.
Alignment with Business strategy
Focus:
Low manufacturing cost through automation and technological superiority
High flexibility through lean operations
High volume through mass manufacturing
Alignment with Location
Location, Location, Location.
Location is strategic important to ensure low cost in shipping and transportation and logistics
Alignment with Strategic Partners
Proximity and communication with suppliers and strategic partners
Operations Management
The business activity that transforms inputs into outputs of greater value.
(Russell, 2002)
The business activity that involves the design, development, and maintenance of systems and processes that transform resources, such as raw materials, technology, and labor into goods and services that meet customers’ needs.
(Raturi, 2005)
Operations Management
The product
Tangible goods
It defines strategic objectives and decisions, customers, market and, of course, profit to an organization.
An effective product development approach offers 3 key benefits:
Market position
Resource utilization
Organization renewal and enhancement
The process
A set of activities that is arranged in sequence and taken together to produce a result of value to the customer.
It constitutes what can an organization do better than the rest of other players in the industry.
It defines the organization’s capability and the way it chooses to be in the marketplace.
Current Issues
Effectively consolidating the operations resulting from mergers
Developing flexible supply chains to enable mass customization of products and services
Managing global supplier, production and distribution networks
Increased “commoditization” of suppliers
Achieving the “Service Factory”
Enhancing value added services
Making efficient use of Internet technology
Achieving good service from service firms
Expectation
Excellent performance in:
Personnel safety
Process safety
Environmental
Product Quality
Reliability
Energy and other variable cost efficiency
Fixed cost
Staffing levels
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