MGMT 321 - Week 5 Notes
MGMT 321 - Week 5 Notes MGMT 321
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This 1 page Class Notes was uploaded by Sonia Brosnan on Thursday April 28, 2016. The Class Notes belongs to MGMT 321 at University of Oregon taught by in Spring 2016. Since its upload, it has received 19 views. For similar materials see Management in Business at University of Oregon.
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Date Created: 04/28/16
MGMT 321 Week 5 Notes ● SAS Institute ○ Strong emphasis on intrinsic motivation and trusting people to do a good job ○ Barrett Joyner, VP of North American Sales and Marketing “the emphasis is on coaching and mentoring rather than monitoring and controlling” ○ Contributes 15%, the maximum amount permitted by Internal Revenue Service Regulations, into employees’ profit sharing retirement plans ● Jim Goodnight co founder and the chief executive of the SAS Institute ○ Dislike of offering stock option to employees as extrinsic motivation ○ “Ponzi schemes” ● The year depends on the size of the bonus given, meaning if they’ve had a good year, a sizeable bonus will be given in contrast to a year that hasn’t been so great. ● Even if it has been an average year, but the R&D or marketing departments have done especially well, a bonus will be given in regards to their exceptional work. ● Relatedness ○ Principle brings about a sense of connectedness to one another ● Competence ○ Employees can feel a sense of mastery in their work ○ Are allowed to shift jobs within the SAS Institute ■ On average, a person changes careers 3 times (SAS Institute wants employees to be able to do this, but within the Institute) ● Autonomy ○ Lack of controlling or monitoring that occurs at the SAS Institute allows employees to feel independent ● David Russo ○ Motivation is largely intrinsic ○ “People either like the company and their job and are willing to work, or they aren’t” ● Programs and environment contribute to the company’s success (rather than the other way around) ○ Because the motivators the company offers as well as their overall mission statement, the company is able to attract the best potential employers and is therefore, able to find the best possible success ● Revenue may not flow right away (but creating a positive company culture is worth it in the long run) ● Thinking long term projects become much more realistic and the company succeeds because of it ● Simple thinking what makes the SAS Institute so successful ○ No specific financial goals, other than to take in more money than they spend (Russo) ○ SAS Institute can focus on the project at hand without any monetary distractions
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