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Lecture 08 The Structure and Culture of a Business Organization
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Understand the nature and sources of...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Explain the factors that create high...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Every company strives to produce and...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Managing People </li></ul><ul><li>Le...
  Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Managing People </li></ul><ul><li>...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations   <ul><li>Motivating </li></ul><ul><li>Emplo...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Employe...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Leaders...
  Chapter 7 Motivating and Managing People and Groups in Business Organizations   <ul><li>Motivating </li></ul><ul><li>Mas...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Evaluat...
 
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Expectancy theory </li></ul><ul><li>...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Expectancy theory </li></ul><ul><li>...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Expectancy theory </li></ul><ul><li>...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Additional motivation theories inclu...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Goal se...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Management by Objectives </li></ul><...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Focu...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Thes...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Argu...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Reve...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Job Enrichment </li></ul><ul><li>To ...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>Teams are c...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups   </li></ul><ul><li>There are...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Evaluate the role of motivation and ...
 
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>The lack of...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>Conflict oc...
Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>Negotiation...
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981 Chap08 Biz Structure And Cluture (Final)

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981 Chap08 Biz Structure And Cluture (Final)

  1. 1. Lecture 08 The Structure and Culture of a Business Organization
  2. 2. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Understand the nature and sources of work motivation and appreciate motivation is under the voluntary control of an employee. </li></ul><ul><li>Describe five different theories of work motivation and identify how they work together to determine work motivation. </li></ul><ul><li>Identify the characteristics of groups and teams and distinguish between important types of groups and teams. </li></ul>
  3. 3. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Explain the factors that create high-performance groups and teams . </li></ul><ul><li>Identify the sources of organizational conflict and understand how bargaining and negotiation is used to resolve conflicts between people and groups. </li></ul>
  4. 5. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Every company strives to produce and market the kind of goods customers want so it can generate high revenues and profits to benefit all its stockholders </li></ul><ul><li>A critical determinant of a company’s ability to motivate is its human resources </li></ul>
  5. 6. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Managing People </li></ul><ul><li>Leaders try to influence and persuade employees to develop work behaviors and attitudes that lead to increased efficiency and effectiveness </li></ul>
  6. 7. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Managing People </li></ul><ul><li>The principal determinant of employees’ desire and willingness to work hard and perform at a high level is their work motivation </li></ul>
  7. 9. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Employee performance may be minimal, proactive performing effectively and efficiently, or below minimum level </li></ul><ul><li>Evaluate the role of leadership in the Container Store video and relate to influence and communication </li></ul>
  8. 10. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Employees know if they do not perform at the minimum level they risk being punished or sanctioned( 制裁 ) and this may motivate them to put in enough effort to perform at the minimum level </li></ul>
  9. 11. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Leaders need to know or understand what motivates employees to perform at a high level and then create a workplace that contains these motivators </li></ul>
  10. 12. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Maslow’s hierarchy of needs state unsatisfied needs motivate people to satisfy their needs. </li></ul>
  11. 13. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Evaluate the illustration and explain the hierarchy and relate to motivation theory </li></ul>
  12. 16. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Expectancy theory </li></ul><ul><li>Argues that work motivation is equal to the effort to performance linkage and performance to valued outcome linkage from the employee’s </li></ul>
  13. 18. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Expectancy theory </li></ul><ul><li>The implication for managers is they need to identify the factors in the work situation that weaken the effort to performance linkage and reduce motivation </li></ul>
  14. 19. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Expectancy theory </li></ul><ul><li>Managers also need to center on the need to prove to employees there is a strong job performance to outcome linkage </li></ul><ul><li>An incentive system is a good example of strengthening this linkage </li></ul>
  15. 21. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Additional motivation theories include goal-setting suggests the goals used to assess job performance need five properties to be successful </li></ul><ul><li>These properties are specific, challenging, and measurable, results oriented, and specify a time frame for completion </li></ul><ul><li>Evaluate the illustration of Employee Motivation and relate to managing people and groups </li></ul>
  16. 23. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Motivating </li></ul><ul><li>Goal setting properties </li></ul><ul><li>Specific </li></ul><ul><li>Challenging </li></ul><ul><li>Measurable </li></ul><ul><li>Results oriented </li></ul><ul><li>Specify a time frame for completion </li></ul>
  17. 25. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Management by Objectives </li></ul><ul><li>Managers can use goal-setting theory to increase employee motivation by developing a management by objectives (MBO) work performance review system </li></ul><ul><li>Evaluate the illustration of MBO and relate to managing people and groups </li></ul>
  18. 27. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Focuses on employee’s perception of fairness of manager’s evaluation and reward of their job performance </li></ul>
  19. 29. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>These perceptions of fairness determine how motivated employees will be to perform at the same or a high level in the future and an employee’s desire to be absent from work or to search for a new job </li></ul>
  20. 31. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Argues that employees perceptions that managers are accurately measuring their job performance and distributing rewards in a fair way is a crucial factor in determining work motivation </li></ul>
  21. 32. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Equity Theory </li></ul><ul><li>Reveals employees’ perceptions about the value of the rewards they receive are affected by their perceptions about the value of the rewards other is receiving as well </li></ul><ul><li>Evaluate the illustration of this theory -- relate to motivating people (Define fair and perception) </li></ul>
  22. 34. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Job Enrichment </li></ul><ul><li>To encourage employees to perform at a higher level and be more satisfied with their work, researchers suggest manager should design jobs so that they offer employees greater rewards or desired outcomes </li></ul><ul><li>Evaluate Job Enrichment Videos 1 – 4 and relate to motivating and managing </li></ul>
  23. 35. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>Teams are collective and groups are linear while employee’s interaction is minimal if any </li></ul>
  24. 37. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>There are advantages in using groups and teams only when managers design and manage groups correctly </li></ul><ul><li>When groups or teams become too large problems arise that detract from the groups performance </li></ul>
  25. 39. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Evaluate the role of motivation and management in the Busfields video and relate to groups in business organizations </li></ul>
  26. 41. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>The lack of conflict in an organization suggests a lack of creativity with too much emphasis on conformity and the stifling of innovation and new ideas </li></ul>
  27. 42. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>Conflict occurs inter-group and intra-group while competing for resources and incompatible rewards and goals and complex task interdependencies </li></ul>
  28. 43. Chapter 7 Motivating and Managing People and Groups in Business Organizations <ul><li>Groups </li></ul><ul><li>Negotiation and bargaining tactics make compromise more like likely </li></ul><ul><ul><li>emphasize common goals </li></ul></ul><ul><ul><li>focus on the problem, not the people </li></ul></ul><ul><ul><li>create opportunities for joint gain </li></ul></ul><ul><ul><li>focus on what is fair </li></ul></ul>

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