People’s complex needs

Abraham H. Maslow presented a hierarchy of needs in an attempt to understand and account for human behavior

MASLOW’S HIERARCHY OF NEEDS

TranscendenceSelf-

Actualization

Aesthetic Needs

Cognitive needs

Self-Esteem Needs

Belongingness and Love Needs

Safety Needs

Physiological needs

Ego Needs are two of kinds:

1. Those needs related to one’s self-esteem, self-respect and self-confidence, for autonomy, for achievement, for competence and for knowledge.

2. Those needs that relate to one’s reputation i.e. needs for status, for recognition, for appreciation, for the deserved respect of others

Maslow’s points out that these levels are interdependent and overlapping, with each higher level need emerging before the lower level needs have been fully satisfied.

“Man is a wanting animal - as soon as one of his needs is satisfied, another appears in its place. This process is unending. It continues from birth to deaths. Man continuously puts forth effort – works, if you please to satisfy his needs.”

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Douglas McGregor was one of the great advocates of human relations with his theory X and theory Y

Management’s role is to coerce and control employees.

Management’s role is to develop the potential in employees and help them release that potential toward common objective.

THEORY X THEORY Y

The typical persons dislikes work and will avoid it if possible

Work is as natural as play or rest.

The typical person lacks responsibility, has little ambition, and seeks security above all.

People are not inherently lazy. They have become that way as a result of experience.

Most people must be coerced, controlled, and threatened with punishment to get them work.

People will exercise self- direction and self-control in the service of objectives to which they are committed

  People have potentials, they learn to accept and seek responsibility. They have imagination, ingenuity, and creativity that can be applied to work

  THEORY X THEORY Y

ATTITUDE ASSUMED

Implies the exercise of an autocratic form of management; manifesting immaturity and distrust

Views people in relation to work; manifesting one of trust and maturity

ASSUMPTIONS

CONTAINED

It does not recognize the existence of potentialities in employees

Open up a wide range of possibilities for the formulation of new managerial policies and practices; challenge management to innovate, to discover new ways of organizing and directing human effort.

McGregor states “People deprived of opportunities to satisfy at

work the needs which are now important to them behave exactly as we might predict – with

indolence, passivity, unwillingness to follow the demagogue, and unreasonable demands for

economic benefits. It would seem that we may be caught in a web of our own weaving”

He believed that most managers used authority to effect behavioral change through threat or reward,

both of which he saw as limiting the employee's ability to realize their needs. He believed that

managers could also use their control in a positive manner--to augment their employees natural desire to satisfy their needs rather than rig it.

COACHING GUIDELINES FORMULATED BY PAUL MALI

It is useful in eliminating Theory X and in increasing, individual potential to attain maximum performance:  A supervisor must, have daily face-to-

face, two-way interaction with his subordinates on work progress and individual growth.

A supervisor must use good timing in offering correction and suggesting improvement in performance.

A supervisor must not excessively criticize or discipline so that a subordinate is fearful of moving ahead.

A supervisor must recognize the expenditure of effort that yields good results for the firm.

A supervisor must set up and control the situation to allow a subordinate to perform.

A supervisor will limit his coaching aims to a specific few, but important areas needing change or improvements.

A supervisor must confine his coaching to the work and the subordinate ‘s ability to accomplish it.

A supervisor must make subordinate feel responsible and accountable for bringing work to a successful end.

A supervisor must show a keen and sincere personal interest in a subordinate to help him with his difficulties.

A supervisor must allow a subordinate to express his individuality in his work by letting him work on his own.

   

THEORY Z BY WILLIAM G. OUCHI

Theory Z is based on the following hypothesis“Innovation and motivation are inseparable. One cannot exist without the other. However, it is entirely possible that the direction taken by these can be detrimental to the overall good of the firm – unless channeled properly toward coordinate company and employee goal “.

THE OPERATIONAL ENVIRONMENT REQUIRED FOR THEORY Z

There must be a stress on high productive norms.

Careful selection is paramount for success

Specialization opportunities Maslow’s eight level of needs

must be satisfied Mutual trust must exist

throughout the firm. Identification with the job,

project and the firm must be possible for the individual.

Interaction of ideas and concepts with his peers and supervisors must make it possible for the individual to fully explore and develop his potentials.

The opportunity for the individual to undertake “tough” assignments that “stretch and challenge” should present the potential for success or failure and the corresponding rewards.

Recognition is essential to fulfill both the ego satisfaction and self-actualization principles put forth by Maslow.

Opportunity to develop. Success.

THE THEORY Z ORGANIZATION

The theory Z organization will have as its foundation of the ff. The spirit of inquiry Achievement Inner direction Motivational drives of a new form The desire for autonomy by the individual The desire for creative tasks for the individual to perform Real motivation is the product of self-direction

  

Principles that would evolve or develop through Theory Z approaches by W. Ouchi

Growth of Professionalism Higher level of education Full communication will be absolutely

necessary as a result of higher levels of education.

Project organization will become the rule rather than the exception for the organizational structure.

The matrix organization structure will be found to be best fit the conditions and situations, the company being project-oriented rather than task-oriented.

Tasks will become increasingly complex. 

THEORY ZMANAGEMENT • Management tends to promote stable

employment, high productivity, and high employee morale and satisfaction.

• Focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.

EMPLOYEE • The idea that workers tend to want to build happy and intimate working relationships with those that they work for and with, as well as the people that work for them.

• Can be trusted to do their jobs to their utmost ability, so long as management can be trusted to support them and look out for their well being