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Maslow’s Theory of Needs and Its Impact on Traditional Organizational Behavior and Critical Management Perspectives

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This 15 page paper discusses traditional organizations as compared to critical management situations and how Maslow’s hierarchy of needs works with each of these models. Bibliography lists 11 sources.

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15 pages (~225 words per page)

File: D0_HVmasorg.rtf

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and also discusses how it would impact a different model, that of critical management. Discussion We begin with a brief review of Maslows thinking. In 1943, Abraham Maslow wrote an article about human motivation which he expanded on in his book, Toward a Psychology of Being, as noted on a website devoted to him . The site tells us that Maslows theory is that "human beings are motivated by unsatisfied needs, and that certain lower needs need to be fulfilled before higher needs can be satisfied." Maslows theory is generally put into the form of a pyramid, with the highest needs on top and the lowest at the bottom; the needs are met from the bottom up: Self-Actualization Esteem Needs Social Needs Safety Needs Physiological Needs That is, we have to satisfy our physiological needs (food, water, sex) first; then we put a roof over our heads; then we interact with others; then we develop self-esteem and finally we come to a point where we are totally fulfilled-except no one ever gets there because as we grow and learn, we always want to accomplish more (Maslow hierarchy of needs). This theory seems logical and has been put forth as a means to motivate employees for many years. However, it has drawn criticism, because there is "little evidence to support its strict hierarchy" (Maslow hierarchy of needs). Some cultures put "social needs before any others," invalidating the structure; this model also cannot truly explain the stereotypical "starving artist," who is willing to forego food, sleep, even shelter at times, to pursue an aesthetic need (Maslow hierarchy of needs). In addition, there is little evidence showing that people need or want to satisfy only one need at a time, except in those situations where the needs are in conflict ...

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