还剩10页未读,继续阅读
本资源只提供10页预览,全部文档请下载后查看!喜欢就下载吧,查找使用更方便
文本内容:
Chapter10InvestinginaBusinessUsingtheannualreportofthefirminwhichyouwouldliketoinvestcompletethefollowing:QuestionsDoesthefirmappeartorecognizethatitsemployeesarethekeytoitssuccessDoesthefirmempoweritsworkersDoesitencourageteamworkProvidedetails.Explainhowthebusinessusestechnologytomotivateitsemployees.ForexampledoesitusetheInternettoprovideinformationaboutitscompensationprogramsDoesitusetheInternetore-mailtoprovidefeedbacktoitsemployeesGotohttp://hoovers.comandlocatetheNEWSSEARCH.Typeinthenameofthefirminthespaceprovidedandreviewtherecentnewsstoriesaboutthefirm.Summarizeanyatleastonerecentnewsstoryaboutthefirmthatappliestooneormoreofthekeyconceptsinthischapter.Case:UsingMotivationtoEnhancePerformanceTomFryisaplantmanagerforLigonierSteelCorporationlocatedinLigonierPennsylvania.Theplantissmallwith250employees.Itsproductivitygrowthratehasstagnatedforthepastyearandahalf.Tomisconcernedanddecidestomeetwithemployeesinvariousdepartments.Duringthemeetingemployeesdisclosethattheydonothaveachancetointeractwithoneanotherwhileonthejob.Furthermorebecausetheydonotreceiveanyrecognitionfortheirsuggestionstheirinputofideasforimprovementhasstopped.AfteraweekelapsesTomcallsameetingtoannounceanewprogram.Heplanstoofferrewardsforhighperformancesothatemployeeswillbemotivatedtosurpasstheirquotas.Bonuseswillbeawardedtoemployeeswhoexceedtheirquotas.Tombelievesthisprogramwillworkbecauseofhisperceptionthat“moneymotivatesemployees.AfewmonthslaterTomnoticesthatproductivityhasincreasedandthatemployeesareenjoyingthebonusestheyhaveearned.Tomdecidestoprovideanadditionalmeansofmotivation.Hewantsemployeestocontinuetointeractwithoneanothertosolveworkproblemsandshareinformation.Supervisorsnowrecognizeindividualaccomplishments.Theypraiseemployeeswhomakesuggestionsandidentifyanemployeeofthemonthinthecompanynewslettertorecognizeoutstandingperformance.Tomstronglysupportsthisfeatureoftheprogram.Thegoalisforemployeestogrowanddeveloptotheirfullestpotential.Individualsmayberetrainedorgobacktocollegetopermitjobgrowthwithintheplant.Employees9ideasandcontributionsarenowperceivedasawaytoenhancetheirindividualcareerpaths.Theresultshavebeenoverwhelming.TomFrysupervisorsandemployeesareallenjoyingthebenefitsthathavemadeLigonierSteelasatisfyingplacetowork.QuestionsDescribethemotivationtheorythatappliestothiscase.WhatneedscanemployeesatLigonierSteelsatisfyinperformingtheirjobsDescribehowbonusesmotivatedtheemployeesatLigonierSteel..Anemployeeinvolvementprogramthatperiodicallymovesindividualsfromonejobassignmenttoanotheris:jobenlargement.jobenrichment.jobrotation.jobsharing.flextime..canreduceboredomandprepareemployeesforotherjobsiftheirprimaryjobiseliminated.JobevaluationJobrotationReengineeringPerformanceappraisalReinforcement.WhichofthefollowingisanemployeeinvolvementprogramwhereagroupofemployeeswithdifferentjobpositionsaregiventheresponsibilityofachievingaspecificgoalmanagementbyobjectivesMBOteamworkjobenlargementjobrotationjobsharing.Whenfirmsdelegatemoreauthoritytotheiremployeesthisstrategyisreferredtoas:aTheoryXmanagement.empowerment.themeritsystem.McGregorshygienetheory.etheequitysystem.
33.WhichofthefollowingallowsemployeestosettheirowngoalsanddeterminethemannerinwhichtheyaccomplishtheirtasksequitytheoryofmotivationexpectancytheoryofmotivationmanagementbyobjectivesTheoryXmanagementTheoryYmanagementInopen-bookmanagementthecompensationofemployeesistypicallyalignedwiththeircontributiontothefirms:hierarchyofneeds.industrydemand.overallperformance.reinforcementtheory.hygienetheory.
35.WhichofthefollowingisanemployeeInvolvementprogramthatencouragesemployeestomakedecisionsandconducttasksasiftheywerethefirmsownersTheoryXmanagementopen-bookmanagementTheoryYmanagementTheoryZmanagementTheoryJmanagementInadditiontolinkingcompensationwithperformancesomefirmsgrantemployeesforgoodperformance.internalsatisfactionTheoryXinvolvementCTheoryVinvolvementcorporatebondscommonstockDescribeotherrewardsbesidesbonusesthatcanmotivateworkbehaviorinthiscase.Ligonierdoesnotuseanynegativereinforcement.DoesthiscaseillustrateanydisadvantagesofprovidingonlypositivereinforcementVideoCase:MotivatingEmployeesatValassisCommunicationsInc.ValassisCommunicationsInc.isaleaderinthesalespromotionindustry.Itcreatespromotionalnewspaperinsertscontainingcouponsfromleadingconsumercompaniesfor58millionhouseholdseachSunday.EmployeemotivationisveryimportanttoValassissoithasdevelopedanemployeecompensationplanthatincludesbasesalaryprofitsharingfringebenefitschampionpayandstockoptions.Inotherwordsitusesapay-for-performancesystemthatrewardsemployeesforhighperformance.Thecompanyrewardsemployeesforbothindividualandteamachievements.Teamawardsaretiedtotheperformanceofthefirmoverall.Inthiswayemployeesbenefitwhenevertheshareholdersofthefirmbenefit.Valassisalsohasanon-sitehairdresserdoctorandfitnesscentersothatemployeeswillenjoycomingtowork.OnthreeoccasionsithasbeenincludedinFortunemagazineslistofthe100bestplacestoworkinAmerica.Formoreinformationvisithttp://www.valassis.com.QuestionsWhydoesValassisusestockoptionstocompensateemployeesWhydoesValassisrewardpeopleforbothteamworkandindividualachievementHowdoesValassisusechampionpaytoencourageemployeesInternetApplicationshttp://www.fortune.com/fortunelbestcompaniesWhichcompaniesarethetopcompaniestoworkforWhatkindsofbenefitsdotheyprovidefortheiremployeesWhichcompanieswouldyouliketoworkforhttpi/www.nceo.orgClickon“ESOPs.Brieflydescribewhatanemployeestockownershipplanis.HowmightanESOPencourageemployeestobemoremotivatedHowdoESOPSrelatetothetheoriesofmotivationdiscussedinthechapterWhatisanownershipcultureandhowdoesitcreateanenvironmentwhereemployeesaremoreempoweredhttp://www.motivation-tools.comClickonElementsofMotivation.WhatarethethreeelementsofmotivationWhatarethesevenrulesofmotivationDoyouthinkmotivationresultsfromanindividuaPsowndriveorisitprimarilydrivenbyexternalfactorsHowcanthesevenrulesofmotivationresultinbetterperformanceforacompanyDelPsSecrettoSuccessGotohttp://www.rcportgallery.comandreviewDellsmostrecentannualreport.AlsogotoDellswebsitehttp://www.dell.comandinthesection“aboutDell^^reviewthebackgroundmaterialaboutDellthatrelatestothischapter.QuestionsExplainhowDelPstreatmentofitsemployeesmotivatesthemtoperformwell.DoyouthinkthattrainingisimportanttoDellDellsometimespromotessomeofitsemployeesratherthanhiringhigher-levelemployeesfromotherfirms.WhyisthisbeneficialTrueorFalseMaslowshierarchyofneedsidentitiessuperiorcompensationasthekeytoemployeemotivation.AccordingtoFrederickHerzberghygienefactorsarework-relatedfactorsthatwillmotivateandpleaseemployees.ThemanagementstrategyofempowermentisfavoredbyTheoryXmanagers.AsupervisorwhobelievesinMcGregorsTheoryYwilllikelymonitoremployeescloselytoensurethattheirworkiscompleted.Equitytheorysuggeststhatanemployeeseffortsareinfluencedbytheexpectedoutcomeofthoseefforts.Negativereinforcementmotivatesemployeesbyencouragingthemtobehaveinamannerthatavoidsunfavorableconsequences.Mostcompensationplansthattiepaytoperformanceareintendedtomotivateemployeestoachievehighperformance.Ameritsystemallocatesraisesforallemployeesaccordingtosalesofthefirm.Anacross-the-boardsystemisappropriatewhenallemployeesdeservethesamerewardfortheirwork.Open-bookmanagementencouragesemployeestomakedecisionsandconducttasksasiftheywerethefirmsowners.
11.Thetechniquesofmotivationapplyacrosscountries.MultipleChoice
12.Byemployeestoproperlyperformthetaskstheyareassignedmanagementcanmaximizethefirmsvalue.motivatingthreateningcoercingmanipulatingharassing
13.OneimplicationoftheHawthornestudiesisthatworkerscanbemotivatedbyreceiving:attention.money.stock.bonuses.profitsharing.
14.Maslow5shierarchyofneedstheorycanbeusefulformotivatingemployeesbecauseitsuggeststhatpeoplearemotivatedtoachievetheirwork-relatedhygienefactors.managersrespondtotheneedforcorporateprofitability.employeeneedsarestable.employeesaremotivatedbyunsatisfiedneeds.moneyisthemostimportantmotivatingfactor.
15.Socialinteractionandacceptancebyothersareexamplesof:physiologicalneeds.esteemneeds.safetyneeds.socialneeds.self-actualizationneeds..Needsthataresatisfiedwithfoodclothingandshelterarecalledneeds.safetysocialaffiliationself-esteemphysiological.HerzbergJshygienefactorsmostcloselycorrespondwithMaslows:physiologicalneeds.psychologicalneeds.socialneeds.esteemneeds.self-actualizationneeds..AccordingtoHerzbergemployeesarecommonlymostsatisfiedwhenoffered:aadequatesupervision.adequatesalary.recognition.djobsecurity.safeworkingconditions..Allofthefollowingaremethodsusedtoenhancejobsatisfactionexceptaemployeeinvolvementprograms.TheoryXmanagement.jobsecurity.adequatecompensationprograms.flexibleworkschedules..TheoryZsuggeststhatemployeesaremoresatisfiedwhen:theyreceiveabove-averagepayraises.theircompensationisconsistentwiththeirefforts.managersrestrictthedelegationofauthority.dtheyareinvolvedindecisionmaking.appropriatehygienefactorsareavailable..WhichofthefollowingtheoriesofmanagementsuggeststhatworkerswillbemotivatediftheyarecompensatedinaccordancewiththeirperceivedcontributionstothefirmexpectancytheoryequitytheoryneedtheoryTheoryYreinforcementtheory.Thereinforcementtheorythatmotivatesemployeesbyencouragingthemtobehaveinamannerthatavoidsunfavorableconsequencesisreinforcement.positiveneutralequitynegativeexpectancynanacross-the-boardsystemallemployeesreceivesimilar:raises.jobassignments.offices.workschedules.performanceappraisals..Whichofthefollowingprovidesemployeeswithvariousformsofcompensationifspecificperformancegoalsaremetflextimeprogramsjobenlargementparticipativemanagementopen-bookmanagementincentiveplans.Whichofthefollowingisnotaguidelinefordesigningamotivationalcompensationsystemaalignthesystemwithbusinessgoalsalignthesystemwithspecificemployeegoalsestablishsystemsforrewardingemployeesenioritysetachievablegoalsforemployeesallowemployeeinputonthecompensationsystem.Twoormorepersonssharingaparticularworkscheduleiscalled:jobenlargement.jobenrichment.jobsharing.flextime.ejjobrotation..Evenifthecompanycannotguaranteecontinuingemploymentitcanimproveemployeessenseofjobsecurityby:empoweringemployees.grantingstocktoemployees.usingopen-bookmanagement.trainingemployeesinvarioustasks.institutingcompressedworkweeks..Aprogramtoexpandthejobsassignedtoemployeesiscalled:hygienetheory.downsizing.positivereinforcement.equitytheoryofmotivation.ejobenlargement.。