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Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
Discipline & self actualiization3
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Discipline & self actualiization3

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Presentation at HRMAJ Conference 33

Presentation at HRMAJ Conference 33

Published in: Technology, Business
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  • 1. Addressing The Human Impulse To Seek Self-Actualisation HRMAJ Conference33 November 2013 Leahcim Semaj, PhD 11/21/2013 www.SlideShare.net/LSemaj 1
  • 2. Mobile: 876.383.5627 Skype: LSemaj Office: 876.948.5627 Twitter: LSemaj  Email: Semaj@LTSemaj.com Facebook: Leahcim Semaj  Blog: TheSemajMindSpa.Wordpress.com    11/21/2013 www.SlideShare.net/LSemaj
  • 3.  Located at the peak of Abraham Maslow's hierarchy,  he described this high-level need in the following way:   "What a man can be, he must be. It refers to the desire for self-fulfillment,  namely, to the tendency for him to become actualized in what he is potentially. 11/21/2013 www.SlideShare.net/LSemaj 3
  • 4. “the desire to become more and more what one is,  to become everything that one is capable of becoming."  11/21/2013 www.SlideShare.net/LSemaj 4
  • 5.  Maslow noted that the order in which these needs are fulfilled does not always follow this standard progression. 11/21/2013 www.SlideShare.net/LSemaj 5
  • 6.  the need for self-esteem is more important than the need for love.  For others,  the need for creative fulfillment may supersede even the most basic needs. 11/21/2013 www.SlideShare.net/LSemaj 6
  • 7. 11/21/2013 www.SlideShare.net/LSemaj 7
  • 8.  Self-actualized people have realistic perceptions of themselves, others and the world around them 11/21/2013 www.SlideShare.net/LSemaj 8
  • 9.  Self-actualized individuals are concerned with solving problems outside of themselves,  including helping others and finding solutions to problems in the external world.  These people are often motivated by a sense of personal responsibility and ethics. 11/21/2013 www.SlideShare.net/LSemaj 9
  • 10. Self-actualized people are spontaneous in their internal thoughts and outward behavior.  While they can conform to rules and social expectations,   they also tend to be open and unconventional 11/21/2013 www.SlideShare.net/LSemaj 10
  • 11.  The need for independence and privacy.  While they enjoy the company of others,  these individuals need time to focus on developing their own individual potential. 11/21/2013 www.SlideShare.net/LSemaj 11
  • 12.  Self-actualized people tend to view the world with a continual sense of appreciation, wonder and awe.  Even simple experiences continue to be a source of inspiration and pleasure. 11/21/2013 www.SlideShare.net/LSemaj 12
  • 13. Discipline at wotk.htm 11/21/2013 www.SlideShare.net/LSemaj 13
  • 14.  Discipline is defined as a force that prompts individuals and groups to observe  rules, regulations, systems, processes and procedures  which are considered to be necessary for the effective functioning of an organization. 11/21/2013 www.SlideShare.net/LSemaj 14
  • 15. 11/21/2013 www.SlideShare.net/LSemaj 15
  • 16.   Discipline is basically an attitude of the mind, a product of culture and environment. The approach to the discipline will depend on supervisor/manager and the general ethos of the organization  but most people now recognize inculcating self discipline is the right approach. 11/21/2013 www.SlideShare.net/LSemaj 16
  • 17.  In positive discipline there is willingness to comply  that comes from the desire to cooperate in achieving the common goal of the organization.  The emphasis here is on cooperative efforts to secure compliance to organizational norms. 11/21/2013 www.SlideShare.net/LSemaj 17
  • 18.  This involves force or an outward influence.  It is the traditional approach to discipline  and is identified with ensuring that subordinates adhere strictly to rules and punishment is meted out in the event of disobedience and indiscipline. 11/21/2013 www.SlideShare.net/LSemaj 18
  • 19.  The fear of punishment  works as a deterrent in the mind of the subordinate.  Approaching discipline only from this kind of a perspective  has been proving increasingly ineffective. 11/21/2013 www.SlideShare.net/LSemaj 19
  • 20.   Disciplinary measures should be based on certain principles in order to be just, fair and acceptable to the employees and the union. As far as possible all rules should be developed in cooperation and collaboration with representatives of employees. 11/21/2013 www.SlideShare.net/LSemaj 20
  • 21.   should be appraised at frequent and regular intervals to be sure that they are and remain appropriate, sensible and useful. Rules  should vary with changes in working conditions.  must be uniformly enforced if they are to be effective.  Penalties for violations should be stated in advance as should procedures for enforcement. 11/21/2013 www.SlideShare.net/LSemaj 21
  • 22.   should have as it’s objective the prevention of infractions rather than the simple administration of penalties however just. If the violations of any particular rule are numerous,  the circumstances surrounding the infractions should be carefully studied to discover the source of difficulty. 11/21/2013 www.SlideShare.net/LSemaj 22
  • 23. Absenteeism Insubordination Violation of organizational rules  Gambling  Damage to machinery and property  Non-performance of duty    11/21/2013 www.SlideShare.net/LSemaj        Negligence of duty Punctuality Loafing Fighting Drunkenness Stealing Tardiness 23
  • 24. Employment or 11/21/2013 www.SlideShare.net/LSemaj 24
  • 25.  Do you have the chance to do what you do best everyday? 11/21/2013 www.SlideShare.net/LSemaj 25
  • 26. Synchrony Workforce ALIGNMENT Mission SHARED Company Mission Vision SHARED Vision Values SHARED Values Satisfaction Levels HIGH Satisfaction Levels 11/21/2013 KCT Values Alignment 2013 26
  • 27.  What kind of workplace? 11/21/2013 www.SlideShare.net/LSemaj 27
  • 28. The Huffington Post | By Carolyn Gregoire Posted: 07/22/2013 9:19 am
  • 29.   love to peddle one secret to a successful career:  Follow your passion. Ever since Confucius proclaimed,  "Choose a job you love, and you will never have to work a day in your life,“  chasing one's passion has been frequently served up as a quick fix for career happiness.
  • 30.  may be perfectly good advice  but when it comes to building sustainable success in your career,  The answer might not be that obvious.
  • 31.  tends to under-emphasize one key point:  all of the self-awareness in the world is of little use if you can't pitch your passion to a buyer,"  "A sustainable career is built upon the ability to show that you can fill a need that someone is willing to pay for."
  • 32.  Your Passion  Is not part of your employers  MISSION, VISION OR VALUES? 11/21/2013 www.SlideShare.net/LSemaj 32
  • 33.  is just plain bad advice.  develop passion around your work through the cultivation of rare and valuable skills. People who end up loving their work often follow a pattern of creating these soughtafter skills,   and then using them to better leverage their career trajectories.
  • 34. 11/21/2013 www.SlideShare.net/LSemaj 34
  • 35.  by Crosby, Still, Nash and Young,  and with great covers by the Isley Brothers and Luther Vandross provides the following advice, ▪ "if you can't be with the one you love, love the one you're with." 11/21/2013 www.SlideShare.net/LSemaj 35
  • 36. “If you can't be with the one you love, love the one you're with” 11/21/2013 www.SlideShare.net/LSemaj 36
  • 37. The fantasy of "living your passion" is called a fantasy for a simple reason.  One definition of fantasy is:   "An imagined event or sequence of mental images, such as a daydream,  Usually fulfilling a wish or psychological need" 11/21/2013 www.SlideShare.net/LSemaj 37
  • 38. there is the little inconvenience  called reality.  the reality is that most people must find a way to get up each day a go out to jobs that are less than ideal.  11/21/2013 www.SlideShare.net/LSemaj 38
  • 39.  It pays the bills.  If you are an employer  there are some things that you can do to help.  If you are an employee and willing to face reality,  there are some things that you can do. 11/21/2013 www.SlideShare.net/LSemaj 39
  • 40.  7 Things Happy Employees Do Differently  Strategies that help build happiness at work  Published on September 11, 2013  by Paula Davis-Laack, J.D., M.A.P.P. ▪ in Pressure Proof 11/21/2013 www.SlideShare.net/LSemaj 40
  • 41.   11/21/2013 Job crafting is the process employees use to increase job satisfaction, engagement, resilience, and thriving at work. they customize their jobs by changing tasks and interactions with others in order to maximize their strengths and passions www.SlideShare.net/LSemaj 41
  • 42.   Happy employees have hope, and that translates into bottom-line benefits for business. According to Dr. Shane Lopez,  “Hopeful salespeople reach their quotas more often; hopeful mortgage brokers process and close more loans; and hopeful managing executives meet their quarterly goals more frequently” 11/21/2013 www.SlideShare.net/LSemaj 42
  • 43.  Humor builds positive emotion and helps reduce feelings of anger, depression, and anxiety  Positive emotions also predict increases in both resilience and life. 11/21/2013 www.SlideShare.net/LSemaj 43
  • 44. Optimistic thinkers are solution-oriented and see where they have control and/or influence, know that the adversity won’t last forever and  “this too shall pass,”  they compartmentalize well so that the setback doesn’t bleed over into other areas of their life  11/21/2013 www.SlideShare.net/LSemaj 44
  • 45.  Knowing that you can manage life’s challenges effectively and produce results is a pillar of resilience,  and when employees are at their resilient best, they are more confident, creative, and openminded  As a result, they have the confidence to solve problems and pursue tough assignments and challenging roles. 11/21/2013 www.SlideShare.net/LSemaj 45
  • 46.   New research shows that how you think about your stress response actually has a huge impact on your health. People who learned to view their stress response as helpful (rather than harmful) to performance  were much less stressed, less anxious, and more confident. 11/21/2013 www.SlideShare.net/LSemaj 46
  • 47.   Grit is perseverance and passion for long-term goals. Gritty people pursue goals with passion,  don't back down from challenges,  don't allow a failure to define who they are as a person,  and simply put, don't quit. 11/21/2013 www.SlideShare.net/LSemaj 47
  • 48.  have developed a specific set of strategies over time that causes them to work differently,  and we need that in today’s workplace. 11/21/2013 www.SlideShare.net/LSemaj 48
  • 49. Seeking Self Actualization Maybe You Should Seek SELF EMPLOYMENT!! Leahcim Semaj, PhD 11/21/2013 www.SlideShare.net/LSemaj 56

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