1. Business English Upper Intermediate U1S09 John Silberstein johnsilb@aol.com

2. Agenda Managing People

3. Maslow’s Hierarchy of Needs Physiological needs Safety needs Social needs Esteem Self-actualization

4. Managing People

5. Physiological Needs they are the literal requirements for human survival. If these requirements are not met, the human body simply cannot continue to function: Breathing Food Lack of air and food will kill an individual. Shelter Clothing

6. Managing People Safety Needs: When all physiological needs are satisfied and are no longer controlling thoughts and behaviors, the needs for security can become active. Adults have little awareness of their security needs except in times of emergency or periods of disorganization in the social structure (such as widespread rioting). Children often display the signs of insecurity and the need to be safe.

7. Managing People Needs of Love, Affection and Belongingness When the needs for safety and for physiological well-being are satisfied, the next class of needs for love, affection and belongingness can emerge. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense of belonging.

8. Managing People Needs for Esteem When the first three classes of needs are satisfied, the needs for esteem can become dominant. These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly based, high level of self- respect, and respect from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthless.

9. Managing People Needs for Self-Actualization When all of the foregoing needs are satisfied, then and only then are the needs for self-actualization activated. Maslow describes self-actualization as a person's need to be and do that which the person was "born to do." "A musician must make music, an artist must paint, and a poet must write." These needs make themselves felt in signs of restlessness. The person feels on edge, tense, lacking something, in short, restless. If a person is hungry, unsafe, not loved or accepted, or lacking self-esteem, it is very easy to know what the person is restless about. It is not always clear what a person wants when there is a need for self-actualization.

10. Managing People The hierarchic theory is often represented as a pyramid, with the larger, lower levels representing the lower needs, and the upper point representing the need for self-actualization. Maslow believes that the only reason that people would not move well in the direction of self-actualization is because of hindrances placed in their way by society. He states that education is one of these hindrances.

11. Managing People What does this Maslow’s Hierarchy of Needs mean to you?

12. Managing People What does this Maslow’s Hierarchy of Needs mean to you?

13. Managing People How does Maslow apply to the work place?

14. Managing People Frederick Herzberg (1923-2000), clinical psychologist and pioneer of 'job enrichment', is regarded as one of the great original thinkers in management and motivational theory.

15. Managing People Hygiene Factors Herzberg concluded that such factors as company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors rather than motivators. According to the theory, the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction.

16. Managing People Motivators Herzberg found five factors in particular that were strong determiners of job satisfaction: achievement, recognition, the work itself, responsibility, and advancement.

17. Managing People Hawthorne Studies The Hawthorne Experiments: Management Takes A New Direction General Electric, the major manufacturer of light bulbs, had preliminary evidence that better lighting of the work place improved worker productivity, but wanted to validate these findings to sell more light bulbs, especially to businesses. GE funded the National Research Council (NRC) of the National Academy of Sciences to conduct an impartial study. AT&T's Western Electric Hawthorne plant located in Cicero, Illinois, was chosen as the laboratory. Beginning with this early test, the “Hawthorne Experiments” were a series of studies into worker productivity performed at the Cicero plant beginning in 1924 and ceasing in 1932.

18. Managing People Hawthorne Studies Illumination Studies, 1924 -1927 The earliest experiment (1924) was conducted by the NRC with engineers from MIT. The study would end in 1927 with the NRC abandoning the project. The group examined the relationship between light intensity and worker efficiency. The hypothesis was that greater illumination would yield higher productivity. Two work groups of female employees were selected for “control” and “experimental” groups. By comparing the changes on worker productivity by manipulating lighting in the experimental group with the production of the control group, the researchers could validate and measure the impact of lighting. The study, however, failed to find any simple relationship as poor lighting and improved lighting seemed in increase productivity. Indeed, in the final stage, when the group pretended to increase lighting the worker group reported higher satisfaction.