More volunteers, they are on the team, empowered, engaged, trusted, better overall attitude, productive from the heart, self-manage, fearless, can make decisions, I care attitude, flexible, customer focused, our needs are fulfilled, people will take initiative, employees have pride in what they do, intrinsically motivated and want to do the right thing. Describe the employee’s attitudes and view of the “toxic net” approach. Hatred, want a union, need extra payment, I shall shut up, I will soon quit, this doesn’t feel right, psychologically withdraw. What does management get from using the purity approach?

Free productivity, relationships and team-spirit, a company spirit, dedication out of employees, less management, more time to lead and work on vision (direction), management would experience a willing flexibility, fewer problems, employees With less fear to make mistakes, no tricks needed, upward communication, less union interference, employees become self- policing, get more control, less trouble, predictable behavior. What does management get from using the ‘toxic net” approach? Create their own problems and create even more problems, get unions, everything needs an incentive or a threat.

Which approach to controlling people is easier to implement over time? Leadership and vial_Jess approach is easier to implement over time. Discuss the Bravado. Vertex goes down, and the tornado goes up, they take up things. Either working for the relationship or against it. We have two cycles, the bravado is a cycle on lack of trust and the other cycle is based on love and values, employees/ managers love each other and they in turn love the customer (positive environment, uplifting). Bravado – Down the tubes we go (from Deeming) – lack of trust and hatred, MGM hates the employees and he employees hate the customer and customer hates both etc.

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Discuss Rain versus Reign. Rain of values (leadership and values approach) consistent of values, culture and norms and reign of terror (safety net theory), fear and abuse. Avoid the reign of terror that comes naturally. Example in class of a supervisor said to look mean, mad, when the employees came in. SEEMS Describe life for the employee at Seems. Come’s 3,000 employees set their own work hours and pay levels. Subordinates hire and review their supervisors. Hammocks are scattered about the grounds for afternoon naps, and employees are encouraged to Penn Monday morning at the beach if they spent Saturday afternoon at the office.

There are no organization charts, no five-year plans, no corporate values statement, no dress code, and no written rules or policy statements beyond a brief “Survival Manual,” in comic-book form, that introduces new hires to Seemed unusual ways. The employees elect the corporate leadership and initiate most of Come’s moves into new businesses and out of old ones. Of the 3,000 votes at the company, Richard Summer has just one. Describe the values and guidelines used at Seems. – To be a dependable and reliable company; – Value honesty and transparency over and above all temporary interests; 3 – Seek a balance be;en short-term and long-term profit; 4 – Offer products and services at fair prices which are recognized by customers as the best on the market; 5 – Provide the customer with differentiated services, placing our responsibility before profits; 6 – Encourage creativity, giving support to the bold; 7 – Encourage everyone’s participation and question decisions that are imposed from the top down; 8- Maintain an informal and pleasant environment, with a professional attitude and free Of preconceptions; 9

Maintain safe working conditions and control industrial processes to protect our personnel and the environment; 10 – Have the humility to recognize our errors and understanding that we can always improve. What employee needs do the Seems Way address? Describe life for the employee at ASS. Describe the values and guidelines used at ASS What employee needs do the ASS company address? Your Career We value the employee-friendly culture that we have created over the years, and believe that we have some of the best employees in America. In keeping with that belief, we offer the following: Excellent Working Environment

Casual Dress Code Training and Development Opportunities Career Advancement Opportunities Your Time Having a balanced life means that you spend some time away from work. That’s why we give our employees the time they need to lead a well-balanced life. Whether through our paid time-off plans, or our flexibility in scheduling, we strive to meet the needs of our employees. Company Paid Vacation – Three weeks per year to start and four weeks per year after 1 0 years of employment Paid Sick Days Flexible Work Schedules (subject to manager’s approval) 11 paid Holidays Jury Duty, Military and Funeral Leaves

Your Finances How are you going to meet your future financial goals? That can be an important consideration when deciding where to work. At ASS, it’s not just about the pay; we also want to help you plan for your future. Competitive Pay Company-Paid Life Insurance ASS Retirement Plan, including Profit Sharing, 401 (k) and Rollovers Retiree Health Reimbursement Arrangement (HEAR) – a health care spending account for eligible retirees Financial, Retirement and Estate Planning seminars offered on-site Your Health We want to help our employees lead healthy and productive lives.

For that season, our benefit offerings are among the finest anywhere. Comprehensive Medical, Dental and Vision Plans provided to full-time and part-time employees Health Care Flexible Spending Account Short- and Long-Term Disability Plans On-site Health Care Centers at Cary, NC and Austin, TX offices, offering a vast array of health care services and programs for employees and their family members covered by a ASS health plan On-site Recreation and Fitness Center at Cary headquarters and Fitness Center reimbursements for regional office employees Employee Assistance program (EPA) for confidential assistance with personal matters Your Family

At ASS, we understand the importance of leading a well-balanced life and meeting family needs and obligations. We offer the following benefits to help you maintain this balance: Dependent Care Flexible Spending Accounts Domestic Partner Benefits Adoption Assistance Family Medical Leave Family Sick Days Paid Paternity Leave Subsidized, On-Site Child Care Centers in Cary for children of employees with at least one year of service (as space is available) and subsidized child care in regional offices. Eligibility is based on seniority, and there is normally a waiting list for this popular and valuable benefit.

Competitively priced, on-site Summer Camp in Cary for school-age children College Scholarship Program to encourage the education and careers of children of ASS employees Work/ Life Resources available to assist employees with a variety of family-related issues Your Extras Who doesn’t like a little something extra? Over the years, we have developed relationships with vendors to offer discounts and services that our employees really value, such as: Group Rates for auto, home, renter, long-term care and supplemental life insurance with payroll deduction Group-Rate Tickets to events Dozens of Vendor Discounts for ASS employees

Many On-site Vendor Services offered in Cary and regional locations MASCOT – PHYSICIAN Management policy Discuss assumptions and your thoughts on the assumptions. 1 . Assume everyone is to be trusted. [Everyone in the work group, not the world. -Deed. ] 2. Assume everyone is to be informed as completely as possible of as many facts and truths as possible, I. E. , everything relevant to the situation. 3. Assume in all your people the impulse to achieve… 4. Assume that there is no dominance-subordination hierarchy in the jungle sense or authoritarian sense (or “baboon” sense). “No monkey business” as in Third. ORG for example -Deed. ] 5. Assume that everyone will have the same ultimate managerial objectives and will identify with them no matter where they are in the organization or in the hierarchy. 6. Physician economics must assume good will among all the members Of the organization rather than rivalry or jealousy. [No sociopaths at the top. -Deed. ] AAA. Synergy is also assumed. 7. Assume that the individuals involved are healthy enough. 8. Assume that the organization is healthy enough, whatever this means. 9. Assume the “ability to admire” 10.

We must assume that the people in physician plants are not fixated at he safety-need level. 11. Assume an active trend to self-actualization– freedom to effectuate one’s own ideas, to select one’s own friends and one’s own kind of people, to “grow,” to try things out, to make experiments and mistakes, etc. 12. Assume that everyone can enjoy good teamwork, friendship, good group spirit, good group homonym, good belongingness, and group love. 13. Assume hostility to be primarily reactive rather than character-based. 14. Assume that people can take it, that they are tough, stronger than most people give them credit for. 5. Physician management assumes that people are improvable. 16. Assume that everyone prefers to feel important, needed, useful, successful, proud, respected, rather than unimportant, interchangeable anonymous, wasted, unused, expendable, disrespected. 17. That everyone prefers or perhaps even needs to love his boss (rather than to hate him), and that everyone prefers to respect his boss (rather than to disrespect him)… 18. Assume that everyone dislikes fearing anyone (more than he likes fearing anyone), but that he prefers fearing the boss to despising the boss. 9. Physician management assumes everyone prefers to be a prime mover rather than a passive helper, a tool, a cork tossed bout on the waves. 20. Assume a tendency to improve things, to straighten the crooked picture on the wall, to clean up the dirty mess, to put things right, make things better, to do things better. 21 . Assume that growth occurs through delight and through boredom. 22. Assume preference for being a whole person and not a part, not a thing or an implement, or tool, or “hand. ” [that shall we think of the well-adjusted slave? "] 23.

Assume the preference for working rather than being idle. 24. All human beings, not only physician ones, prefer meaningful work to meaningless work 25. Assume the reference for Persephone, uniqueness as a person, identity (in contrast to being anonymous or interchangeable). 26. We must make the assumption that the person is courageous enough for physician processes. 27. We must make the specific assumptions of nonphysical (a person must have a conscience, must be able to feel shame, embarrassment, sadness, etc. ) 28. We must assume the wisdom and the efficacy of self-choice. 9. We must assume that everyone likes to be justly and fairly appreciated, preferably in public. 30. We must assume the defense and growth dialectic for all these positive trends that we have already listed above. 1 . Assume that everyone but especially the more developed persons prefer responsibility to dependency and passivity most of the time. 32. The general assumption is that people will get more pleasure out Of loving than they will out of hating (although the pleasures of hating are real and should not be overlooked). 33.

Assume that fairly well-developed people would rather create than destroy. 34. Assume that fairly well-developed people would rather be interested than be bored. 35. We must ultimately assume at the highest theoretical levels of physician theory, a preference or a tendency to identify with more and ore of the world, moving toward the ultimate of mysticism, a fusion with the world, or peak experience, cosmic consciousness, etc. 36. Finally we shall have to work out the assumption of the motivates and the methodologies, of the yearning for the “B-values,” I. E. Truth, beauty, justice, perfection, and so on. OTHER GURUS-Discuss the following guru or guru model and apply it to employee needs French and Raven – 5 bases of power. 1 . Legitimate power – comes from the belief that a person has the right to make demands and expect compliance and obedience from others. 2. Coercive power – this comes from the belief hat a person can punish others for non-compliance ( *bad idea). 3. Reward -? results from one person’s ability to compensate another for compliance. 4. Expert Power – based on a person’s superior skill and knowledge. . Referent power -? results from One person’s ability to compensate another for compliance. Mayo -?Hawthorne Effect Hawthorne effect, socioeconomic experiments conducted by Elton Mayo in 1927 among employees of the Hawthorne Works factory of the Western Electric Company in Cicero, Illinois. For almost a year, a group of female workers were subjected to measured changes in their hours, wages, rest roods, lighting conditions, organization, and degree of supervision and consultation in order to determine what conditions would affect performance or work output.

The study sought to identify those aspects of a job that were most likely to boost worker productivity. At the stud’s onset, it was thought that economic factors would have the greatest influence on productivity. The results were surprising: productivity increased, but for reasons unrelated to economics. Ultimately, researchers concluded that job performance improved because more attention was being paid to the workers. Four mineral conclusions were drawn from the Hawthorne studies: 1 . The aptitudes of individuals (as measured by industrial psychologists) are imperfect predictors of job performance.

Although such measures may give some indication of the physical and mental potential of the individual, the amount of work produced is strongly influenced by social factors. 2. Informal organization affects productivity. Although previous students of industry had looked upon workers either as isolated individuals or as an undifferentiated mass organized according to the formal chart of hierarchical positions and susceptibilities established by management, the Hawthorne researchers discovered a group life among the workers.

The studies also showed that the relations that supervisors develop with workers tend to influence the manner in which the workers carry out-?or fail to carry out-?directives. 3. Work-group norms affect productivity. The Hawthorne researchers were not the first to recognize that work groups tend to arrive at norms for what is “a fair days work,” restricting their production below that point even when they are physically able to exceed the norm and would be financially rewarded for it. However, the Hawthorne study provided the best systematic description and interpretation of this phenomenon. . The workplace is a social system. The Hawthorne researchers came to view the workplace as a social system made up of interdependent parts. In the end, the study demonstrated that social and psychological influences did more to increase output than did changes in wages and hours. This reversed the assumptions long held by managers who believed that economic issues were at the heart of employee motivation. Although the methods of Mayo’s research have been criticized, the results eave led managers and scholars to study the human relations that affect employee motivation.

See industrial relations. 5 Jobs Characteristics Model According to the job characteristic model, employees can respond differently to the same job. Under the model, it’s possible to modify the position to increase motivation and satisfaction, which leads to improved performance. Types of job attributes that can be changed include task variety, autonomy, task significance and job based feedback. Employees can also be matched to jobs with characteristics that best meet their individual attributes.

This increases employee desire to perform well Mascots Hierarchy of Needs Mason’s hierarchy of needs theory states that people have a pyramid hierarchy of needs that they will satisfy from bottom to top. Starting from mere physiological subsistence the Mascot hierarchy of needs covers belonging to a social circle to pursuing your talent through self-actualization. Important to the hierarchy of needs theory is that Mascot felt that unfulfilled needs lower on the ladder would inhibit the person from climbing to the next step.

The pyramid of needs is divided into two categories: deficiency needs (physiological and safety) and growth needs (belonging self-esteem and self- actualization). If the deficiency needs aren’t satisfied, the person will feel the deficit and this will stifle his or her development. When Mason’s hierarchy of needs is applied to work situations, it implies that managers have the responsibility, firstly, to make sure the deficiency needs are met. This means, in broad terms, a safe environment and proper wages.

Secondly, it implies creating a proper climate in which employees can develop their fullest potential. Failure to do so would theoretically increase employee frustration and could result in poorer performance, lower job satisfaction, and increased withdrawal from the organization. For example, according to Mason’s hierarchy of needs theory job insecurity and the threat of layoffs, will block the person from their higher groom needs. They might work harder to get security, but without fulfilling their other needs.

If security doesn’t return they will fulfill their needs elsewhere or burn out The figure below shows some potential ways of satisfying employee needs according to Mason’s hierarchy of needs theory. Some of these are easy and inexpensive to implement, others are hard and costly. Also, the employees’ needs may vary. However, if you manage to implement at least some of these strategies you will be looked t as more considerate, supportive and interested in your people’s welfare.

Need Examples Physiological Cafeterias, Vending machines, Drinking fountains Sec rarity Economic – Wages and salaries, Fringe benefits, Retirement benefits, Medical benefits Psychological – Provide job descriptions, Avoid abrupt changes, Solve employee’s problems Physical – Working conditions, Heating and ventilation, Rest periods Belonging Encourage social interaction – Create team spirit, Facilitate outside social activities, Use periodic praise, Allow participation, Self-esteem Design challenging jobs – Use praise and awards, Delegate responsibilities,

Give training Encourage participation Self-actualization Give training – Provide challenges, Encourage creativity Implications for financial incentives in Mason’s hierarchy of needs model In Mason’s hierarchy of needs model, wages are part of the deficiency needs. That means that they serve as a measure of security, and that people will feel unfulfilled in their need for safety until they have it. Giving financial bonuses is a different matter. In Mascots hierarchy of needs model, these can serve to fulfill the need for esteem.

However, the way they are awarded is also important: if they aren’t given in an atmosphere of praise but as a mere benefit for reaching a certain goal, they can work counterproductive as they will be seen as mere wages, and as such only serve to satisfy someone’s deficiency needs, or not at all (if they don’t really need the money). Herbage’s 2 Factor Theory This is somewhat in relation to the theory of Mason’s hierarchy of needs. His theory is know as the two-factor theory or hygiene theory. He believes that there are certain satisfiers and dissatisfies for employees at work.

Intrinsic factors are related to job satisfaction while extrinsic factors are related to satisfaction. He devised his theory on the question, “What do people want from their jobs? ‘. He asked people to describe in detail when they felt very good or when they felt exceptionally bad. From these responses that was given, he concluded that opposite of satisfaction is not dissatisfaction, therefore, removing the dissatisfying aspect of a job doesn’t necessarily make it satisfying. He says that the presence of certain factors in the organization is natural and the presence of the same does not lead to motivation.

However, their non-presence leads to denomination. Examples of Hygiene factors: Security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor and company policy and administration. Prefer – 7 practices of successful organizations. 1 . Employment security, 2. Selective hiring of new personnel, 3. Self-managed teams and decentralization of decision making. 4. Comparatively high compensation contingent on organizational performance. 5. Extensive training. 6. Reduced status distinctions. . Extensive sharing of financial and performance information across the organization. Dry. Edwards Deeming Point 1: Create constancy of purpose toward improvement of the product and arrive so as to become competitive, stay in business and provide jobs. Point 2: Adopt the new philosophy. We are in a new economic age. We no longer need live with commonly accepted levels of delay, mistake, defective material and defective workmanship. Point 3: Cease dependence on mass inspection; require, instead, statistical evidence that quality is built in.

Points: Improve the quality of incoming materials. End the practice of awarding business on the basis of a price alone. Instead, depend on meaningful measures of quality, along with price. Point 5: Find the problems; constantly improve the system of production and service. There should be continual reduction of waste and continual improvement of quality in every activity so as to yield a continual rise in productivity and a decrease in costs. Implementing Kamikaze: 7 Conditions Point 6: Institute modern methods of training and education for all.

Modern methods of on-the-job training use control charts to determine whether a worker has been properly trained and is able to perform the job correctly. Statistical methods must be used to discover when training is complete. Point 7: Institute modern methods of supervision. The emphasis of production supervisors must be to help people to do a better job. Improvement of quality will automatically improve productivity. Management must prepare to take immediate action on response from supervisors concerning problems such as inherited defects, lack of maintenance of machines, poor tools or fuzzy operational definitions.

Point 8: Fear is a barrier to improvement so drive out fear by encouraging effective two-way communication and other mechanisms that will enable everybody to be part of change, and to belong to it. Fear can often be found at all levels in an organization: fear of change, fear of the fact that it may be necessary to learn a better way of working and fear hat their positions might be usurped frequently affect middle and higher management, whilst on the shop-floor, workers can also fear the effects of change on their jobs.

Point 9: Break down barriers between departments and staff areas. People in different areas such as research, design, sales, administration and production must work in teams to tackle problems that may be encountered with products or service. Point 10: Eliminate the use of slogans, posters and exhortations for the workforce, demanding zero defects and new levels of productivity without providing methods. Such exhortations only create adversarial relationships.

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