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Ch 7 Mgt Skills 2 Motivating - Coggle Diagram
Ch 7 Mgt Skills 2 Motivating
Maslow's Hierarchy of Needs Theory
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-actualisation
Advantages of Maslow's Theory
Rewards
Changing Employee Needs
Management Positions
Limitations of Maslow's Theory
Individual Needs
Self-actualisation
Value of Needs
McGregor's Theory X
Managers beliefs
Employees dislike work
Employees avoid taking responsibility
Employees lack ambition
Employees are motivated by money
Implications of a Theory X style of management
Demotivated workforce
Poor time management
High labour turnover
Low-quality goods and services
McGregor's Theory Y
Managers beliefs
Employees like work and willing to work hard
Employees want to take on additional duties and responsibility
Employees are ambitious
Employees are motivated by financial and non-financial rewards
These managers use a mix of democratic and laissez-faire styles
Implications of a Theory Y style of management
Motivated workforce
Management time
Low labour turnover
High-quality goods and services
Advantages of McGregor's Theory X and Theory Y
Employee Motivation
Recruitment and Selection
Improved Industrial Relations
**Limitations of McGregor's Theory X and Theory Y
Unrealistic
High Staff Turnover
Less Intrapreneurship
The Importance of Motivation
Improved productivity
Less Staff turnover
Less absenteeism
Better business reputation
Less industrial relations conflict