Douglas Gregorald's Theory Of Human Behavior

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Table chART thE
People are lazy.
People lack ambition and dislike responsibility
People are self centered .
People resist change. people are gullible and not very bright.
People are energitic.
Peoiple are ambitious and seek responsibilty .
People can be selfless.
People want to contribute to bussiness growth and change.
People are intelligent.
Following the Hawthorne studies,managers and reaserchers alike focused more attention on the importance of good human relations in motivatingemployeeperformance.Stressing the factors that cause ,focus,and sustain workers'behavior, most motivation theorists became concerned with the waqys in which management thinks about and treats employees.The major motivation theories include the human resorces model,hierarchy of needs model,and two -factor theory.
Human Resouirces Model:Theories X and Y
In one important book,behavioral ,scientist Douglas McGregor concluded that managers had radically different beliefs about to use the human resources employed by a firm.He classifeds these beliefs into sets of assumptions that he labeled "theory x"and "Theory Y".
Managers who subscribe to theory X tend to belive that people are naturally lazy and un corapative and must be either punished or rewarded to be made productive .
McGregor argued that Theory Y managers are more likely to have satisfied and motivated employees.Theory X and Y distintions are some what simplistic and offer little concrete basis for action.Their values lies primarily in their ability to highlight and classify the behavior of managers in light if their attitudes twords employees.
Maslow's Hierarchy of needs Model Phychologist Abraham Maslow's hierarchy of human needs to satisfy in their work.Maslows classified these needs into five basic types and suggested that they be arranged in the hierarchy of importance.According to maslows,needs are hierarchical because lower-level needs must be met before person will try and satisfy higher levelneeds.
Once a set of needs has been satified,it ceases to motivate behavior.For example ,if you fel secure in your job(that is,your security needs have been met)additional opportunites to achieve even more security,such as being assigned toa long -term project,will probably be less important to you than the chance to fulfill social or esteem needs,such as working with a mentor or becoming the member of an advisory board.
If, However ,a loweer -level need suddenly becomes unfulfilled,most people immediately refocus on that lower level.Suppose ,for examle ,you are
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