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Maslow on Management (originally Eupsychian Management: A Journal) is a work on industrial psychology by Abraham Maslow, first published in 1965. Maslow's work is frequently invoked in attempts to explain and predict work behavior. [ 1 ]
This is an accepted version of this page This is the latest accepted revision, reviewed on 7 January 2025. American psychologist (1908–1970) Abraham Maslow Born April 1, 1908 (1908-04) Brooklyn, New York City, U.S. Died June 8, 1970 (1970-06-08) (aged 62) Menlo Park, California, U.S. Education City College of New York Cornell University University of Wisconsin Known for Maslow's hierarchy of ...
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs.
Hence, for Maslow transcendence is not so much an extension of his original pyramid as an orthogonal dimension. Theory X, Y and Z all play a role in how a company should manage successfully. Maslow believed the ideal organization would harness the human drive for self-transcendence, as well as the motivations of his original pyramid.
Motivation and Personality [1] is a book on psychology by Abraham Maslow, first published in 1954. Maslow's work deals with the subject of the nature of human fulfillment and the significance of personal relationships, implementing a conceptualization of self-actualization. [2]
Content theory of human motivation includes both Abraham Maslow's hierarchy of needs and Herzberg's two-factor theory. Maslow's theory is one of the most widely discussed theories of motivation. Abraham Maslow believed that man is inherently good and argued that individuals possess a constantly growing inner drive that has great potential.
Abraham Maslow developed the Hierarchy of Needs model in the 1940-50s. Maslow's ideas surrounding the Hierarchy of Needs concern the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfill their own unique potential (self-actualization).
If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the workplace environment — policies, procedures, supervision, and working conditions. [1] If management is equally concerned with both, then managers must give attention to both sets of job factors. Two-factor theory distinguishes between: