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| The study of the behavior of individuals and groups in organizational settings |
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| An inner drive that directs a person’s behavior towards a goal or satisfaction of a need |
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| An employee’s attitude toward his or her job, employer and colleagues |
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- The personal satisfaction and enjoyment you feel from
attaining a goal |
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| Benefits and/or recognition you receive from someone else (Awards, pay increases) |
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| Early 20th century, Frederick W. Taylor & Lillian Gilbreth |
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| Scientific focus on work tasks & productivity |
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| Maslow’s Hierarchy of Needs |
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| physiological needs, security needs, social needs, esteem needs, self actualization needs |
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Herzberg’s Two-Factor Theory
Hygiene Factors |
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| Focus on the work setting, not the content of the work (Wages, working conditions, company policies, job security |
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Herzberg’s Two-Factor Theory
Motivational Factors |
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| • Focus on content of the work itself (Achievement, recognition, involvement, responsibility, advancement) |
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Assumes that workers:
Generally dislike work
Must be forced to do their jobs
Average worker avoids responsibility and prefers direction |
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Expending physical effort is natural (people like to work)
People will assume responsibility and self-control to achieve objectives (workers want to satisfy social, esteem and self-actualization needs)
People will commit to objectives once they realize there will be a personal reward
Most organizations do not adequately utilize imagination, ingenuity, creativity and intelligence of workers |
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A management philosophy that stresses employee participation in all aspects of company decision making
Incorporates many Japanese ideas about management (trust and intimacy) adapted for use in the U.S. |
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- Assumes that motivation depends not only on
how much a person wants something, but also on how likely he or she is to get it
Someone who wants something and has a reasonable expectation to achieve it will be highly motivated |
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| Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself |
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Movement of employees from one job to another to relieve the boredom often associated with job specialization
The drawback is that it does not totally eliminate risk of boredom |
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Addition of more tasks to a job instead of treating each task as separate
-Seeks to counteract the boredom of division of labor
-Many small firms use job enlargement
-Requires training employees in new tasks |
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Incorporating motivational factors (achievement, recognition, responsibility) into the job
-Idea developed by Herzberg in the 1950s
Gives employees feedback on their performance, Rewards for good performance |
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| Allows employees to choose their start and end times |
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| 40 hours in a 4-day workweek |
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| Occurs when two people share the same job |
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| Human Resource Management (HRM)- |
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| All the activities involved in determining the organization's needs for human resources and acquiring, training and compensating people to fill those needs |
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| Formal & written specifications of the job (title, tasks, relationships, skills, duties, responsibilities) |
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| Description of the job qualifications (education, experience, personal/physical characteristics) |
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The formation of a pool of qualified job candidates
from which management selects employees |
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| The process of collecting information about applicants and using information to make hiring decisions (Application, Interviewing, Testing, Reference Checking) |
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| Title VII of the Civil Rights Act |
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| Legal restraints against discrimination |
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| Familiarizing new hires with fellow workers, company procedures and the physical properties of the company |
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| Teaching employees to do specific job tasks through classroom development or on-the-job experience |
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| Training that augments the skills and knowledge of managers and professionals |
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| Employees voluntarily leave (quit); involuntary leave (fired); management must replace workers |
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| Advancement to higher-level job with increased authority, responsibility, and pay |
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| Move to another job within the company usually at same or similar level and wage rate |
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| Employment changes involving resignation, retirement, termination, or layoff |
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Financial rewards based on hours worked
and/or level of output achieved |
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| Used when quality is more important than quantity– no incentive to increase production |
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| Based on level of output achieved. Motivate employees to increase output– little incentive to improve quality |
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| Incentive system that pays a fixed dollar amount or a percentage of the employee’s sales. Motivates employees to sell as much as possible |
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| Financial reward calculated on weekly, monthly, or annual basis. (Associated with white collar employees, executives, professionals) |
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| Monetary rewards provided by firm for exceptional performance or incentive to increase productivity |
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| A percentage of company profits distributed to employees, sometimes in the form of stock |
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Non-financial forms of compensation.
Pension plans
Insurance (health, disability, life)
Child & elder care
Employee Assistance Programs |
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| Employee organization formed to deal with employers for achieving better pay, hours and working conditions |
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| Negotiation process where management and unions reach agreement on wages, hours and working conditions for the bargaining unit (employees represented by union) |
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| The formal written document that stipulates the relationship between union and management for a specific time period. The outcome of collective bargaining |
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Public protests against the actions of the company or
management |
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Employee walkouts; work stoppage. Most effective economic weapon
for unions in private sector |
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| Attempt to keep people from purchasing the company’s products |
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| Management’s version of the strike. Worksite is closed to prevent employees from working |
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| Hired by management to continue operations and reduce losses during a strike |
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| 3rd party helps to bring labor and management together to resolve disputes |
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| 3rd party settles dispute by imposing solution that is legally binding |
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| The participation of different ages, genders, races, ethnicities, nationalities and abilities in the workplace |
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| A group of activities designed to expedite transactions by creating, distributing, pricing and promoting goods, services and ideas |
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| The act of giving up one thing (money, credit, labor, goods) in return (exchange) for something else (goods, services, ideas) |
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Buying
Selling
Transporting
Storing
Grading
Financing
Marketing research
Risk-taking |
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A customer’s subjective assessment of benefits relative to costs in determining the worth of a product
customer value = customer benefits – customer costs |
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| The idea that an organization should try to satisfy customers’ needs through coordinated activities that also allow it to achieve its own goals |
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| Production Orientation, 19th Century |
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| Sales Orientation- Early 20th Century |
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| Supply exceeds demand; a need to “sell” products exists |
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| Market Orientation- 1950s |
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| First determine what customers want. New technologies help companies learn what customers want |
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| An approach requiring organizations to gather information about customer needs, share information across the firm and use information to build long-term relationships with customers |
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| A plan of action for developing, pricing, distributing and promoting products meeting the needs of specific customers |
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| A more specific group of consumers on whose needs and wants a company focuses its marketing efforts |
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A strategy to divide the total market into groups
of people with relatively similar product needs |
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A firm tries to appeal to all consumers and assumes
that they all have similar needs (Salt, sugar, flour and white bread are all examples of products that typically are sold using a total market approach) |
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| A market segmentation strategy whereby a company develops one marketing strategy approach for a single market segment |
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| A market segmentation strategy whereby a company aims its efforts at two or more segments, developing a marketing strategy for each |
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| Bases for Market Segmentation |
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| Demographic, Geographic, Psychographic, Behavioristic |
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Systematic and objective process to collect information
about potential customers (May include data on age, income, ethnicity, educational level, etc. of the target market and how frequently they purchase the product) |
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| Marketing information that is observed recorded or collected directly from respondents (consumers). |
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| Information compiled inside or outside the organization for some purpose other than changing the current situation |
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| Decision processes and actions of people who purchase and use products |
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Process by which a person selects, organizes and
interprets information received from one’s senses
(hearing a radio ad, touching a product) |
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| Brings changes in behavior based on information and experience |
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| Positive or negative feelings about something |
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| Individuals’ distinguishing character traits, attitudes, or habits |
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Set of expectations of individuals based on some
position they occupy |
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| Groups with whom buyers identify and whose values or attitudes they adopt |
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| Integrated, accepted pattern of behavior including thought, speech, beliefs, actions and artifacts |
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| External forces that directly and indirectly affect marketing strategy |
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| Purchased without doing research into price, Widely available, Often for immediate consumption. (Milk, Eggs, Flour) |
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Require the greatest level of research and
shopping effort, Not willing to accept substitutes, Consumers know exactly what they want and go out of their way to find it. Price not the strongest consideration (designer clothing, art, antiques) |
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Consumer has compared competitors’ prices and has
shopped around. Price, features, quality, style, service and image all influence the decision to buy (clothing, furniture) |
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| Used directly or indirectly in the operation or manufacturing processes of a business (Raw materials, Major Equptment, Accessory equiptment, Industrial services, etc.) |
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| Group of closely related products that are treated as a unit because of a similar marketing strategy, production, or end-use |
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| All the products offered by the company |
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| process of identifying products (Name, Term, Symbol, Design) |
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Initiated and owned by the manufacturer to identify products
from production to point of purchase |
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| Private Distributor Brands |
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| Cost less than manufacturer brands; owned and controlled by wholesaler or retailer |
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| No brand name often come in simple packages and carry their generic name |
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| External container that holds & describes the product |
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| The presentation of important information on the package (Ingredients, nutrient facts, care instructions, etc.) |
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| The degree to which a good, service, or idea meets the demands and requirements of customers |
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Four Common Pricing Objectives
Maximize profits and sales
Boost market share
Maintain the status quo
Survival |
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| A group of organizations that moves products from their producer to consumers |
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| Buy products from manufacturers and sell them to customers for uses other than resale, Many now compete online |
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| Intermediaries that buy from producers or other wholesalers and sell to retailers, Also called middlemen |
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Factors to consider are: cost, capability to handle the product,
reliability and availability |
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| Design and operation of facilities to receive, store and ship products |
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Physical handling and movement of products in warehouses and transportation
Can increase efficiency and reduce costs |
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| A paid non-personal communication communicated through mass media |
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| Direct two-way communication with buyers/potential buyers (AVON example) |
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A non-paid, non-personal communication
through mass media channels, Mainly informative or descriptive, News story forms |
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