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8/15/12

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MAY 16-17 * 1PM-7PM

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Table of Contents
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1. 2. 3. 4. Information Layout Slide with Table Information Layout Slide with Bar Graph Information Layout Slide with Pie Chart Thank You

S.No
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Information Layout Slide with Table

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Day Thursday Thursday Thursday Thursday

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Information Layout Slide with Bar Graph

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Information Layout Slide with Pie Chart

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Click to add chart Event Winners

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fr LOCAL SHOP o S ARTISTS & m CRAFTERS

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ABRAHAM MASLOW

FATHER OF MODERN MANAGEMENT PSYCHOLOGY

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BORN: April 1, 1908 Brooklyn, New York

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Abraham was the eldest sibling in the family Maslowbowed to his parents' wishes to study law After 3 semesters he decided to jump into Psychology

1930, Maslow completed his B.A. in psychology from the University of Wisconsin 1937,Abraham Maslow moved to Click to add table

Brooklyn, his place of birth, and began teaching psychology at Brooklyn College His paper titled A Theory on Human Motivation was first published in 1943

In 1951,Abraham Maslow accepted anClick to add table the then newly-founded, offer from Waltham, Massachusetts-based Brandeis University, to serve as Chairman of the psychology department
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American Psychological Association elected him President for the year 1968.
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Abraham Maslow died on June 8th 1970 from a heart attack.

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MASLOWS HEIRARCHY OF NEEDS

If motivation is driven by unsatisfed needs then it is worthwhile for a manager to know which needs are CRAFT more important to an individual employee
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Physiologic Needs Those table required to sustain life Click to add Air Water Food Sleep
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Safety Needs To to add table from the threat of be free Click physical and emotional harm. Living in a safe area Medical insurance Job security Financial reserves

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Social Needs Those related to interaction Click to add table with others Friendship Belonging to a group Giving and receiving love

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Esteem Needs Categorizedas external Click to add table motivators and internal motivators. Recognition (external motivator) Attention(external motivator) Social Status (external motivator)

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Self-Actualization Needs It is the quest of reaching one's Click to add table full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Truth CRAFT FAIR Justice

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While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization. The satisfaction of these needs is quite healthy, while preventing their gratification makes us ill or act evilly.

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MAX WEBER

Karl Emil Maximilian "Max" Weber

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BORN: 21 April 1864

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German sociologist and political economist

1882 Weber enrolled in the University of Heidelbergas a law student

After a year of military service he transferred to Click to add table University of Berlin

In 1920, however, he suddenly died of pneumonia in Munich. Max Weber was fifty six years old.

Theory of Bureaucracy

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BUREAUCRACY

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government characterized by specialization of functions, adherence to fixed rules, and ahierarchy of authority

conduct decision-making, control resources, protect workers and accomplish organizational goals.

Insociological theories,bureaucracyis anorganizational structurecharacterized by regularized procedure, division of responsibility,hierarchy, and impersonal relationships. The term characteristics found in Click to proposed different can Weberadd table characterize either governmental or effective bureaucracies that would effectively nongovernmental organizations.

Bureaucracy is described through a simple set of Click tocharacteristics add table 1 Fixed division of labor
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Hierarchy of offices Rational-legal authority Creation of rules to govern performance Separation of personal from official property and rights

6 Selection based on qualifications

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Fixed division of labor

Areas are clearly specified, and Click area has a specific set of eachto add table official duties and rights that cannot be changed at the whim of the leader
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Division of labor should minimize arbitrary assignments of duties found in more traditional structures, in which the division of labor was not firm and regular, and in which the leader could change duties
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Hierarchy of offices
Each office should be controlled Click to add table and supervised by a higher ranking office. However, lower offices should maintain a right to appeal decisions made higher in the hierarchy. vThis should replace a more traditional system, in which power and authority relations are more diffuse, and not based on a clear hierarchical order.
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Rational-legal authority
This type of authority rests on the belief in the Click to add table "legality" of formal rules and hierarchies, and in the right of those elevated in the hierarchy to posses authority and issue commands.
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Authority is given to officials based on their skills, position and authority placed formally in each position.
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This should supplant earlier types administrative systems, where authority was legitimized based on other, and more individual, aspects of CRAFT authority like wealth, position, ownership, FAIR heritage etc.
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Creation of rules to govern performance

Rules should be specified to govern official decisions and Click to add table actions. These formal rules should be relatively stable, exhaustive and easily understood.
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This should supplant old systems, in which rules were either ill-defined or stated vaguely, and in which leaders could change the rules for
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Official property rights concerning e.g. Click to add table machines or tools should belong to the office or department - not the officeholder. Personal property should be separated from official property.
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Separation of personal from official property and rights

This should supplant earlier systems, in which personal and official property rights were not separated to the needed CRAFT extent.
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Selection based on qualifications

Officials are recruited based on qualifications, and are appointed, not elected, to the office. People are Click to add table compensated with a salary, and are not compensated with benefices such as rights to land, power etc.
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This should supplant more particularistic ways of staffing found in more traditional systems, where officials were often selected due to their relation with the leader or social rank.
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Benefices such as land, rights etc. were also CRAFT common ways of compensating people, which was to be replaced by a general salary matching FAIR qualifications.
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