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Maslow Management

Maslow Management

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Published by Sophia Ali

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Published by: Sophia Ali on May 21, 2009
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06/09/2010

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HTTP://PAKISTANMBA.JIMDO.COMFOR FREE DOWNLOADING OF THIS REPORT AND FORMORE PROJECTS, ASSIGNMENTS, REPORTS ONMARKETING,MANAGEMENT,ECONOMICSMARKETING MANAGEMENT,ACCOUNTING,HUMAN RESOURCE,ORGANIZATIONAL BEHAVIOR,FINANCIAL MANAGEMENTCOST ACCOUNTINGVISITHTTP://PAKISTANMBA.JIMDO.COM
MASLOW
ON
MANAGEMENT
 –ABRAHAM H. MASLO
 
Notes on Self-Actualization, Work, Duty, Mission
The test for any person is-that you want to find out whether he's an apple tree or not-DoesHe Bear Apples? Does He Bear Fruit? That's the way you tell the difference betweenfruitfulness and sterility, between talkers and doers, between the people who change theworld and the people who are helpless in it.
 
This business of self-actualization via a commitment to animportant job and to worthwhile work could also be said, then, to be the path to human happiness.
 
Theonly happy people I know are the ones who are working well at something they consider important.
 
(Agood question: Why do people not create or work? What has to be explained are the inhibitions, the blocks, etc. What stops these motivations which are there in everyone?) If you take into yourself something important from the world, then you yourself become important thereby. You have madeyourself important thereby, as important as that whichyou have introjected and assimilated to yourself.
 
Become a part of something important.
 
Thisidentification with important cause, or important jobs, this identifying with them andtaking them into the self thereby enlarging the self and making it important, this is a way of overcoming also actual existential human shortcoming, e.g., shortcomings in I.Q., talent, inskill, etc.
 
Any scientist must be treated with a certain respect, no matter how minor a contributor he may be-because he is a member of a huge enterprise and he demands respect by participation in this enterprise. He represents it, so to speak. He is an ambassador.
 
The same is true for asingle soldier who is a member of a huge victorious army by contrastwith a single soldier who is a member of a defeated army. So all the scientists andintellectuals and philosophers, etc., even though they are limited figures taken singly, takencollectively they are very important. They represent a victorious army, they arerevolutionizing society; they are preparing the new world; they are constructing Euphychia.
Why Do People Not Create or Innovate?
Perhaps we should begin to seek out the creativity and innovation killers in our organizationsinstead of trying to fix the people within? One step in the right direction might be to ask. "Why do peoplenot create or innovate in the current environment? The question reminds usof a story told about Peter Drucker, the legendary author and tireless teacher. He wasspeaking to a group of senior level executives and he asked them to raise their hands if therewas a lot of "dead wood" in their companies. Many in the audience raised their hands. Hethen responded, "Were the people dead wood when you interviewed them and decided to hirethem or did they become dead wood?" one may be able to uncover procedures, policies, and mindsets thatinhibit creativity and innovation.
The Great Debates: Douglas McGregor and Abraham Maslow
 
Douglas McGregor wrote The Human Side of Enterprise in 1960. He quickly became knowas the father of Theory X and Theory Y-theories of managerial leadership that portrayedmanagers as authoritarian (Theory X) or as collaborative and trustful of people (Theory Y).1. Do you believe that people are trustworthy?2. Do you believe that people seek responsibility and accountability?3. Do you believe that people seek meaning in their work?4. Do you believe that people naturally want to learn?5. Do you believe that people don't resist change but they resist being changed?6. Do you believe that people prefer work to being idle?Real achievement means inevitably a worthy and virtuous task. To do some idiotic job verywell is certainly not real achievement. I like my phrasing, "What is not worth doing is notworth doing well."
Enlightened Economics and Management
1. Assume everyone is to be trusted. It assumes that the people selected for the particular plant are a fairlyevolved type of person, relatively mature, relatively healthy, and relatively decent.2. Assume everyone is to be informed as completely as possible of as many facts and truths as possible.3. Assume in all your people the impulse to achieve; assume that they are for goodworkmanship, are against wasting time and inefficiency and want to do a good job,etc.4. Assume that there is no dominance-subordination hierarchy in the jungle sense or authoritarian sense. There must be an ability to identify with a fairly wide circle of human beings, ideallywith the whole human species. The ultimate authoritarian can identify with nobody or perhaps at bestwith his own blood family. Authoritarians must be excluded or they must beconverted.5. Assume that everyone will have the same ultimate managerial objectives and willidentify with them no matter where they are in the organization or in the hierarchy.What is best for the solution of the problem or the effectuation of the goal rather than what is best for my ego, or my own person?"6. Enlightened economics must assume good will among all the members of theorganization rather than rivalry or jealousy.Here use the example of sibling rivalry as a kind of evil or a psychopathology arising out of  perfectly good but immature impulses, i.e., the child who wants the love of his mother but isnot mature enough to recognize that she can give love to more than one. Observe that the two- or three-year-old child would be dangerous to his own newborn sibling but not to any other infant. That is, he isnot against infants in general but only the one who will steal his mother's love. So the growing out of sibling rivalry in any team or organization must also demand this fairlyhigh level of personal maturity.Synergy is also assumed. It is possible to set up organizations so that when I am pursuing my own self-interest, I automatically benefit everyone else, whether I mean to or not. Under the same arrangement,when I try to be altruistic and philanthropic, I cannot help benefiting myself or advancing my own self-interest. For a Blackfoot Indian to discover gold mine would make everyone in the tribe happy becauseeveryone would share the benefit from it. Whereas in the modern society, finding a gold mine is the surestway of alienating many people, even those who are close to us. If I wished to destroy someone I can think 

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