principles and practices of management ,concept

1. PRINCIPLES AND PRACTICES OF MANAGEMENT
SUBMITTED BY: SUBMITTED TO:
SHUBHAM RAI AMARPREET KAUR
MBA (FINANCE)
BABASAHEBBHIMRAOAMBEDKARUNIVERSITY

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An introduction to the theory
According to human psychologist Abraham Maslow, our
actions are motivated in order to achieve certain needs. His
hierarchy suggests that people are motivated to fulfil basic
needs before moving on to other, more advanced needs.
People need to satisfy their most important needs first, then
when they achieved this, they can move onto the next
important need. Maslow first introduced his theory of
hierarchy in his 1943 paper “A Theory of Human Motivation”
and his subsequent book “Motivation and Personality”.

4. The First Stage of the Hierarchy – The Physiological Stage
The first stage of the hierarchy is the physiological stage – the stage
required to sustain life. It includes breathing, excretion and the desire
for food, water, sex, sleep and homeostasis. These are considered to
be the ‘basic’ needs of human life.
Maslow’s theory suggests that if these fundamental needs are not
satisfied the one must surely be motivated to satisfy them. Higher
needs are not recognised until these ‘basic’ needs have been
satisfied.

5. The Second Stage of the Hierarchy – The Safety Stage
Once physiological needs have been met, attention and desire turns to safety and security, in
order to be free from the threat of psychological and physical harm. Such needs may be
fulfilled by:
• Living in a safe area
• Financial reserves
• Job security
• Good health
According to Maslow’s theory, you can not move up the pyramid to the next stages if you
feel threatened. Once the threat has been addressed, one can then move up the pyramid.

6. The Third Stage of the Hierarchy – The Love/Belonging
Stage
Once a person has met the lower physiological and safety
needs, the higher needs can be addressed. This begins with
the love/belonging stage, which can also be referred to as
the ‘social needs stage’. These are the needs related with
interaction and can include family, friendship and sexual
intimacy.

7. The Fourth Stage of Hierarchy – The Esteem Stage
Once a person feels like they belong, the need to be
important can arise. Esteem needs can be classified as
external or internal. Internal esteem needs are related to self-
esteem, such as the need to respect yourself and achieve.
External esteem needs are those such as social status,
reputation and recognition.

8. The Fifth Stage of Hierarchy – The Self-Actualisation
Stage
Self-actualisation is the summit of Maslow’s hierarchy of needs. It can
be defined as the quest of reaching your full potential. Unlike some of
the lower needs, this need is never fully satisfied due to the fact that
people can ‘grow’ and change and continue to challenge themselves.
People in this stage tend to have needs such as: morality, creativity,
spontaneity, problem solving, lack of prejudice, acceptance of facts,
truth, justice, wisdom and meaning.

9. MCGREGORS THEORY X AND Y
 Douglas Mcgregor wrote the book “The human side of enterprise” in 1960
He examined individuals behaviour at work.
 From this he formulated two models of management based on hierarchy into
lower-order needs (Theory X) and higher-order needs (Theory Y).
 These theories are based on human behaviour in management.
 It concludes dual aspects of human being.
 He suggested that management could use either set of needs to motivate

10. UNDERSTANDING THE THEORIES
Our management style is strongly influenced by our beliefs
and assumptions about what motivates members of your
team: If you believe that team members dislike work, you
will have an authoritarian style of management; On the
other hand, if you assume that employees take pride in
doing a good job, you will tend to adopt a more
participation style.

11. THEORY X
Theory X assumes that employees are naturally
unmotivated and dislike working, and this encourages an
authoritarian style of management. According to this view,
management must actively intervene to get things done.
It summaries that workers need to be constantly watched
and instructed what to do.

12. CHARACTERSTICS
 intolerant
 distant and detached
 aloof and arrogant
 short temper
 issues instructions, directions, edicts
 issues threats to make people follow instructions
 demands, never asks
 does not participate
 does not team-build unconcerned about staff welfare, or morale
 proud, sometimes to the point of self-destruction
 one-way communicator

13. THEORY Y
Theory Y shows a participation style of management that is
decentralized. It assumes that employees are happy to work,
selfmotivated, creative and enjoy working with greater
responsibility. It emphasizes that staff are self-disciplined and
would like to do the job themselves

14. CHARACERSTICS
 Take responsibility and are motivated to fulfill the goals they are
given.
 Consider work as a natural part of life and solve work problems
imaginatively. Assumes that people seek fulfilment through work
and are willing to work hard.
 In Y-Type organizations, people at lower levels of the organization
are involved in decision making.