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Motivational Theorists (Frederick Winslow Taylor (Claims that workers'…

- - - - He advocated for repetitive tasks based on division of labor and specialization
        
        Believed in differentiation piecework, which entails receiving payment based on a standard level of output; believes this is effective
- - - - Created a diagram with a circle in the middle that says "Input = Output", then 3 squares above it with arrows pointing to it, and they say "equity norm", "social comparison", and "cognitive distortion"
- - - - Role cultures: Found in highly structured org. whose focus is on roles and procedures, power is developed independent of formal positions
      - Task cultures: Found in org. where the focus is getting results for the work done; no single source of power, ind. or teams have power, need to get task done, formal job titles less important
      - Power cultures: For smaller businesses found in flat org. structure where having a formal job title may not be regarded much; there is one dominant ind. or group that holds all the decision-making power.
      - Person cultures: Found in org. where employees in similar positions with similar expertise and training form groups to share knowledge and enhance skills; found in larger organizations with a lot of branches.
- - - - The four levels are: Tough-guy, macho; Work hard, play hard; Bet-your-company; Process culture;
        
        Work hard, play hard: lower risk, fast feedback and rewards; typically found in larger organizations, and fast-paced customer organizations like restaurants. The high stress comes from quantity of work v.s. the risk
        
        Tough-guy, macho: high risk, fast feedback and rewards, stressful; occurs in a fast-paced financial organization but can also be prevalent in police organizations, doctors, etc.
        
        Process culture: low risk, slow feedback and reward (if any); bureaucracy is prevalent here, and how things are getting done is more focused on rather than focusing on achieving aims and objectives.
        
        Bet-your-company: high risk, slow feedback and rewards; uses a lot of R&D, and an example would be a company looking for a drug to cure cancer.
- - - - Argued that people are not horses, we need a purpose
- - - - Motivations: job enlargement, job enrichment, and job empowerment
- - - - Individualism v.s. collectivism: care for themselves or be cared for by society or an organization.
        
        Masculinity v.s. femininity: conforms to societal values
        
        Masculinity: stuff dominated by males such as: aggressiveness, ambition, selfish, competitive, materialistic, etc.
        
        Femininity: associated with females such as: relationships, family network, overall quality of life, etc.
        
        Uncertainty avoidance: the extent to which people in an organization prefer structured routines (predictability) over flexible structures (uncertainty).
        
        Long-term v.s. short-term orientation: the extent to which a culture values making sacrifices today for the benefits to be reaped in the future.
- - - - Espoused values: the culture of the employees themselves
      - Basic assumptions & values: represent the deepest level of culture... the pieces of culture that aren't easily identified, and are learned over time
      - Artifacts: the superficial aspects of an organization that can be easily detected by our senses
- - - - Downsides: different needs are prioritized more, and after self-actualization, what is there?