Qu.1 Maslow's theory of hierarchical needs supposes that
humans are motivated by unsatisfied needs, and that lower needs have to be satisfied before higher needs can be satisfied (Maslow's, 1997). Maslow believed that people were basically trustworthy, self-protecting and self-governing and that they tend towards growth and love. He believed that violence and other evils occur when human needs are thwarted. Maslow ranked the hierarchy of needs with physiological needs at the bottom, followed by safety needs, love needs, esteem needs and finally self-actualization. For employers, this means giving their employees a comfortable, safe place to work, and treating them respectfully, helping build their self-esteem and allowing them to self-actualize on the job.
McGregor had a similar theory but he believed there were two types of people who needed two different management styles: authoritarian management or participative management (Gwynne, 2004). In the authoritarian management style, he believed people dislike work and avoid it when they can; they must be forced to work towards company objectives by threat of punishment if they don't; and they prefer to be directed, to avoid responsibility, are unambitious, and want security above all else. Those who fare better with participative management put effort into their work naturally; apply self-control and self-direction to pursue company objectives; and their commitment to objectives is partly a function of the rewards they will receive. This later type of management, like Maslow's motivation, satisfies needs in the worker. Similarly, it falls in line with Neiderhoffer's observation that police officers often decide if and how the law will be applied, police discretion being bounded by organizational norms and values: the officers are exhibiting particpatory-style management (Wise, 2004)).
Ken Blanchard has authored and co-authored many books on motivating and succeeding ...