244 Part III: Executing Your Software Project Plan (Unable to start debugging on the web server)
244 Part III: Executing Your Software Project Plan He took the results and divided them into two categories: hygiene factors and motivational factors. Hygiene factors, also known as main- tenance factors, are those that serve basic (animalistic) needs. They include supervision, salary, physical working conditions, job secu- rity, company policies, and so on. Motivational factors serve specific human needs. These needs can be specific to individ- uals. He argued that hygiene factors are not enough to motivate anyone (but the lack of any of them can lead to lack of motivation), and only motivational factors can encourage people to devote themselves to a cause. McGregor s Theory X and Y: Douglas McGregor formulated ideas about management by talking with those who practiced it. What he found is that managers fall into two camps those who think people are inherently lazy and dislike work (Theory X), and those who think work is a natural part of life (Theory Y). He created a set of assumptions for each and a kind of contin- uum upon which they lay. For example, within Theory X, there are those who believe that scientific management is the only answer (hard X) and those who think human relations can be of great help (soft X). Ouchi s Theory Z: William Ouchi thought that McGregor s X and Y needed something more added to them and came up with Theory Z. This theory essentially pulls in and combines man- agement practices from the United States and Japan. Instead of saying only the two ends of the spectrum exist, it offers the importance (as moti- vators) of job security, individual responsibility, career paths, and the like in other words, it looks at work as part of the whole picture instead of looking at it independent from every- thing else. Halo Effect: A number of researchers have devised what is known as the halo effect. In essence, this theory states that we tend to view a person in all areas the way we see them in one. Thus, if Spencer is a wonderful team member who always gets his work done on time and without problem, we tend to think favorably of Spencer in all areas he probably has a great home life, and would make a won- derful manager. On the other hand, if Roy can t turn his work in on time, we tend to think that he would make a bad manager and probably has a bad home life, and so on. Many cues are used in determining how to decide whether a person is one thing or another someone wearing glasses is often thought of as being smart, a company is thought to be successful if it has one popular product, and so on. Expectancy Theory: Victor Vroom is the father of the expectancy theory, which states that people decide whether or not to be motivated by three criteria. All three criteria must be pre- sent, or motivation is foregone. The first of the criteria is the perceived importance of the reward that could be had. The second is the feeling that actions will lead to the result (per- formance is a factor). The third criterion is the actual connection between the performance and the reward. For example, a person believes that the team will only achieve its results if everyone participates more than they usually would and that the result would be a bonus for all. (continued)
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