Motivation Theory P

Question 1

Taylor theory approach

Answer 1

Money motivate

Workers receive “fair pay for fair work” pay should be linked to output through piece rates

Promote division of labour includes break down different aspects of job into smaller tasks assigned diff people to specialise in production process

Labour specialisation supposed improve efficiency output

Question 2

Taylor limitations

Answer 2

Doesn’t account individual differences

Taylor viewed people more as machines with financial needs than humans

Question 3

Mayo

Answer 3

Increase output were mainly due to greater cohesion and communication through team work leading to an increase in motivation

Question 4

Mayo drawbacks

Answer 4

Assumes workers and management share the same goals

Biased towards management - workers are manipulated

Question 6

Staff as asset

Answer 6

Good pay
Invest in training
Clear affective leadership
Chance of promotion

Question 7

Staff as cost

Answer 7

Zero hour pay
Neglect in training
Min employee rights

Question 8

Multi spilling - flexible work

Answer 8

Increase skills + employees

Motivation + efficiency

Question 9

Outsourcing

Answer 9

Get other people or business undertake work that was previously done

Allow Business to focus on core capabilities

Question 10

Induction training

Answer 10

Introduce new employee to role

Question 11

In the job t

Answer 11

Training takes place while doing job

Question 12

Off job

Answer 12

Training takes place away from work place

Question 13

Induction training dis

Answer 13

Takes time = reduce output

Cause staff demotivates as it takes time

Question 14

On job adv

Answer 14

Work not interrupted by staff attending training courses

Question 15

On job dis

Answer 15

Pick up bad habits from other workers

Concentration be poor due to work interruptions

Question 16

Off Job adv

Answer 16

Higher quality training delivered by experts

Higher levels of concentration as less interruption

Question 17

Off the job disadvantage

Answer 17

Cost external training course = High

Productivity decreases due to time being spent away from place of work

Employee may learn skills that aren’t relevent to the business

Question 18

Organisational structure

Answer 18

Way a business are arranged

Job titles and roles of employees

Route through which decisions are made

Who’s responsible/accountable

Relationships between positions in a business

Question 19

Chain of command

Answer 19

Way authority and power is organised in an organisation

Question 20

Span of control

Answer 20

No. People a person is directly responsible for

Question 21

Centralisation

Answer 21

Senior management has more control of business

Ordering + purchasing procedure can be standardised = economies of scale

Senior managers are more experienced + skilful making decisions

Times of crisis a business may need strong leadership by central group

Communication may improve if there are fewer decision makers

Question 22

Decentralisation

Answer 22

Empowers + motivates workers

Gives subordinates greater job satisfaction

Reduces stress and burdens on senior managers

Delegation should allow greater flexibility + quicker responses to change

Subordinates may have better knowledge of ‘local’ conditions affecting demographics

Question 23

Types of organisational structure

Answer 23

Flats

Tall

Question 24

Tall structure

Answer 24

Spam of control : narrow
Communication: slow bc lots of levels of management
Chain of command: long levels
Management cost: Hugh bc levels of management in structure
Decision making : slow

Disadvantage = less trust + freedom

Question 25

Flat structure

Answer 25

Spam control: wide less layers Communication: faster less layers Chain of command: short Management cost: cheaper Decion making: quicker Dis: employee motivation less - nit loads of roles to be promoted to

Question 26

Matrix structure advantage

Answer 26

Use employee skills + expertise Motivational for staff - staf = asset = values

Question 27

Matrix structure disadvantage

Answer 27

Problems with co ord may occur due to dual reporting May need expensive support system such as extra office staff

Question 28

Leaders

Answer 28

Devise strategies whilst managers responsible for implementing them Leaders manage + change + are excellent motivators encourage people to perform there best

Question 29

Autocratic leadership

Answer 29

leader makes all decisions without consultation High supervision Poor level motivation Useful: Crisis / low skills jobs Dis: not meet needs of mayo theory

Question 30

Laissez - faire leadership

Answer 30

Employees encouraged to make their own decisions within certain limits “Hand off” approach Effective is employee are highly skilled experience + motivated

Question 31

Paternalistic leadership

Answer 31

Makes decisions but takes into account welfare of employees Do not give subordinates control over decision making , care about employees

Question 32

Democratic leadership

Answer 32

Allow other to participate in decisions making Persuasive - leader already make decision takes time to persuade others that it’s a good idea Consultative - leader consults others about their views before making decision Relies on good communication but decisions can take long time