Self-knowledge

On
Management
By
Gumporn S. (Will)
501-9839
 Maslow’s Hierarchy of Needs

• Background - 1943 Abraham

Maslow published his Hierarchy of
Needs
– Divided needs into two groups -
deficiency needs and growth
needs
– Within the deficiency needs
each lower need must be at
least partially met before moving
to the next higher need.

2
 Maslow’s Hierarchy of Needs
Deficiency Needs
• 1.Physiological - Life
Support,Hunger, Thirst, Air,
Bodily comforts,Elimination, Sex
• 2.Safety - Security / Out of
danger,Peers, Curriculum,
Teachers-Administrators
• 3.Sense of Belonging - Being
affiliated with, and accepted by,
others.
Growth Needs
• 4.Esteem - To achieve, be
competent, and be recognized –
has both an internal and an
external component.
• 5.Self-actualization - To find
fulfillment and realize one’s
potential - a concern for
personal growth.
 Maslow’s Hierarchy of Needs

Maslow later added two growth needs prior to self-

actualization and one after it. The needs added prior to
self-actualization are:
Cognitive - a need to know, understand,
and explore, and
Aesthetic - a need for symmetry, order,
and beauty
•The need added after Self-Actualization was
Transcendence - To help others find self- fulfillment and
realize their potential.
 Maslow on Management

Source:http://www.rapidbi.com/images/management-
models/maslow-hierarchy-needs.jpg
 Intrinsic vs. Extrinsic Motivation
• Intrinsic (or Inner) Motivation Extrinsic (or External) Motivation
• causes people to participate in causes people to do something for a
an activity for their own reward or to avoid a penalty
enjoyment. – For example, a professional
– For example, kids play sports athlete might enjoy the sport, but
because it is fun and they like he/she chooses to play for a
being with their friends. particular team because it pays
more money or has more prestige.
 Intrinsic vs. Extrinsic Motivation (Cont.)
Reasons
• People are usually attracted to a
job for extrinsic reasons (good
pay, good benefits, good
working conditions)
• People usually stay with a job
for intrinsic reasons (they like
the people they work with, they
find the job challenging, people
praise them for the job they do)
Motivation
• Paying people more money
(extrinsic motivation) does not
make them work harder. (But it
might keep them from leaving
and it might attract new
employees).
• Intrinsic motivation is what
builds loyalty and dedication in
your employees.
McGregor’s X,Y and Z Theories
Douglas McGregor popularized the human
relations approach to management in the 1960s
Theory X: Theory Y:
•assumes workers dislike and avoid • assumes individuals consider
work, so managers must use work as natural as play or rest
coercion, threats, and various control and enjoy the satisfaction of
schemes to get workers to esteem and self-actualization
meet objectives needs

Theory Z: introduced in 1981 by William Ouchi,

and is based on the Japanese approach to
motivating workers, emphasizing trust, quality,
collective decision making, and cultural values
Classical approaches to management include:
Scientific management
Scientific management
(Frederick Taylor)
– Develop rules of motion, (the Gilbreths)
standardized work implements,
•Motion study-Science of reducing a
and proper working conditions
for every job. job or task to its basic physical
– Carefully select workers with motions.
the right abilities for the job. •Eliminating wasted motions
– Carefully train workers and improves performance.
provide proper incentives.
– Support workers by carefully
planning their work and
removing obstacles.
 Administrative principles (Henri Fayol)
Rules of management:
– Foresight — to complete a plan
of action for the future. •Scalar chain — there should be a
– Organization — to provide and clear and unbroken line of
mobilize resources to communication from the top to the
implement the plan.
bottom of the organization.
– Command — to lead, select,
and evaluate workers to get the •Unity of command — each
best work toward the plan. person should receive orders from
– Coordination — to fit diverse only one boss.
efforts together and ensure •Unity of direction — one person
information is shared and should be in charge of all
problems solved. activities with the same
– Control — to make sure things performance objective.
happen according to plan and
to take necessary corrective
action.
 Bureaucratic organization (Max Weber)

•An ideal, intentionally rational, and very efficient form of

organization.
•Based on principles of logic, order, and legitimate authority.
Characteristics:
•Clear division of labor
•Clear hierarchy of authority
•Formal rules and procedures
•Impersonality
•Careers based on merit
Possible disadvantages of bureaucracy:
•Excessive paperwork or “red tape”
•Slowness in handling problems
•Rigidity in the face of shifting needs
•Resistance to change
•Employee apathy(not active)