5
STAR*TECH JOURNAL/OCTOBER 1983
SEGA
BURNT POWER SUPPLY CONNECTOR MOD
By Sam Cross, Godwin Distributing, N. Little Rock, AR
O
0
E~
AUDIO AUDIO
IN
OUT
[ ~_-:--.~::----:~-~=-]
10-ocour-1
r [ :_~ :-.-~:-~J~
PIN
/0-ACIN-1
10
Cause: Too much current is routed through an underrated connector,
sometimes even after pins 4 and 6 have been connected together.
PIN
I
0
0
FIGURE 1
$EGA/GREMLIN G-80 POWER SUPPLY
Problem: On Sega/Gremlin power supplies the" AC-Input" connector
(see Figure I) becomes burnt-looking and pins 4 and 6 of that connector
no longer make good connection.
Cure: Clean pins 4 and 6 on the "AC Input" connector on the power
supply. Make sure they are soldered firmly to ground (the surrounding
foil). With one foot long wire, connect on the harness the wires going to
pins 2, 4, 6, and 9 together. This distributes the current through four
connectors instead of two.
MANAGERIAL STRATEGIBS
By Dianne-Jo Moore
How does a manager effectively motivate his
workers? Are some methods more successful
than others? Does effectiveness vary from one
situation to another? From one person to
another?
Stephen J. Carroll and Henry L. Tosi point
out seven strategies which direct, maneuver
and wield workers into better work perfonnance.
The strategies are listed in order of effectiveness,
not in order of frequency used.
Team work: Skillful managers fonn work
groups when possible with the hope that peer
pressure will induce high levels of perform-
ance. This is reported to be an effective means
of motivation because individuals appear to be
more concerned with living up to the expecta-
tions of fellow workers than they are for their
bosses. Complexities arise when a group
confonns to a low level of achievement rather
than a high performance level, or when a
particular work setting makes it difficult to
structure group activities.
Personal Involvement: Workers who
are allowed to set their own performance levels
will usually try to meet their own expectations.
It is important to have the worker make a
verbal commitment regarding their anticipated
achievement levels. According to Carroll and
Tosi, "There is also evidence that individuals
and groups are most likely to attain goals when
they make a public commitment to do so. This
may be because such commitments are promises
and most people view themselves as persons
who keep their word."
The chief problem with this strategy results
from workers who maintain a low self-concept.
At this point, managers are faced with the
problem of motivating a worker to think posi-
tively about himself so his self-concept will
correlate with high performance. On the whole,
this strategy is effective, but it might demand a
manager to reinforce an employee's strengths
first.
Work enhancement: With this method,
managers structure jobs so the work, itself,
provides fulfillment. According to Carroll and
Tosi, "The experiment in job enrichment under-
way at the Saal>-Volvo automobile manufacturers
in Sweden illustrates rather nicely how job
enrichment works. Rather than the monotonous
production system which characterizes auto
manufacturing in the U.S., at Saal>-Volvo they
use a team-assembly concept in which workers
rotate the tasks required for building an auto.
Basically, the entire group is responsible for
assembling the entire auto."
One of the difficulties with this type of
motivational strategy is that workers want to be
compensated adequately for the work they do.
When employees are expected to perform
more complicated job skills, they expect in-
creased compensation. When this does not
happen, the work may no longer offer an
internal incentive.
Rewards: This type of planning is based
on the behavior modification approach that
workers will increase or repeat the desired
work performance if they are given rewards. It
is also hoped that poor performance will be
eradicated once the subordinate comprehends
the relationship between commendable
performance and rewards.
Generally, the reward approach is success-
ful, but is not without its complications.
Individuals are unique and maintain different
value systems. What may be considered
rewarding to one worker may be no incentive
whatsoever to the next employee. "Some people
prefer pay increases. Other seek promotions.
Still others may desire new rugs on their office
floors." state Carroll and Tosi. Establishing
meaningful incentives with performance and
individuals can be a difficult task for a manager.
Mutual exchange: Sometimes managers
promise special privileges for the exchange of
desired work performance. A supervisor may
allow a worker to leave work early if he
completes his task for the day, or he may be
allowed a day away from ajob ifhe finishes a
required project within a specified given time.
Mutual exchange is a frequently used strategy,
but not necessarily the most effective. Problems
arise when the employee feels the exchange is
out of balance, or when he cannot come to an
agreement with his supervisor as to what would
be a mutual exchange.
Competitive measures: In this design,
workers compete against others for certain
bonuses or prizes. Banners, plaques, vacations,
and free dinners are examples of some rewards
offered. Sales work often uses this strategy.
Difficulties emerge when managers design
contests that do not offer a fair opportunity to
achieve the specified goals. If the same indivi-
duals and groups win the prizes time and time
again due to the design of the contests, interest
in competing is likely to grow lukewarm for
many of the workers. Also, competition is
against the other person, not a cooperative
strategy, and work performance can actually
be sabotaged due to the hostility that competition
can trigger.
Punishment and fear: The least effec-
tive but frequently used method of motivating a
worker is with a negative consequence, such as
a verbal dressing down, suspension, or the loss
of the job. Punishment may achieve immediate
results, but it does not accomplish internal
motivation for several reasons. First, adults are
not inclined to remain in employment where
they are threatened and intimidated. Second,
workers who are backed by a strong union may
dissolve the threat with a higher level of authority.
Third, scares and intimidation can create
animosity toward a superior, and employees
may respond with hostility and subversion.
According to Carroll and Tosi, "Another
problem with the fear strategy is that it creates
a punitive climate in which individuals are
afraid of being different from or of offending
others. This diminishes creativity and can lead
to intellectual stagnation."
It would appear the most effective motiva-
tional strategies demand the most time and
concern on the part of the manager. Threatening
a worker with punishment takes but a moment.
Fanning a cohesive work group with the team-
building approach demands effort and elbow
grease. If a manager is concerned only with
production and· immediate results, he may
choose punishment and fear. However, if a
superior is interested in performance levels,job
satisfaction, and the internal motivation of his
workers, it may benefit him to use more effective
and demanding managerial strategies.