The document discusses two different assumptions about human nature and the role of management. The first assumes that people are inherently lazy and must be coerced into working through threats of punishment. The second assumes that people have potential and creativity, and will be motivated to work if given proper conditions where they can accept responsibility and have their potential developed and directed towards common objectives. This second approach depends on leadership rather than power or economic resources, and views management's role as providing a supportive climate where employees can grow and accomplish things in the interest of the organization.

2. - it assumes that most people dislike work and will try to avoid it – it assumes that people are not inherently lazy

3. The typical person dislikes work and will avoid it if possible. The typical person lacks responsibility; has little ambition, and seeks security above all. Most people must be coerced, controlled, and threatened with punishment to get them to work Work is as natural, as play or rest. People are not inherently lazy. They have become that way as a result of experience. People will exercise self-direction and self-control in the service of objectives to which they are committed

4. With these assumptions the managerial role is to coerce and control employees People have potential. Under proper conditions they learn to accept and seek responsibility. They have imagination, ingenuity, and creativity that can be applied to work. With these assumptions the managerial role is to develop the potential in employees and help them release that potential toward common objectives.

5. Depends on power those who are in command must have the power to demand “you do this – or else - ”

6. depends on economic resources Caring for the security needs of workers

7. Had its origin in the “principle of supportive relationships” Depends on leadership instead of power or money Management provides a climate to help employees grow and accomplish in the interest of the organization the things of which they are capable

8. - A useful extension of the supportive model

9. An emerging model of organizational behavior. Strong search for higher meaning at work by many employees You want more than just a pay check and job security from the jobs.