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Using Maslows Hierarchy of Needs to Motivate Others
Using Maslow’s Hierarchy of Needs to Motivate Others
Author’s Name
Institutional Affiliation
Using Maslow’s Hierarchy of Needs to Motivate Others
Introduction
It is always critical to recognize what motivates the actions as well as, behaviors in people, since part of the structure for effective motivation entails a person’s mind-set. Abraham Maslow posited that needs are categorized in sequentially from the lowest to highest, and as every need is satisfied, the needs in the subsequent level begin to establish the person’s behavior and as a result, the actions. This means that, in the event that the need at the lowest level is satisfied the individual is motivated to progress onto the subsequent level of need up to the time that the new level is also satisfied. This extensively recognized hypothesis is referred to as the Maslow’s hierarchy of needs model. The 5 fundamental needs in the hierarchy model include; safety needs physiological needs, belonging/love needs, esteem needs, as well as self-actualization needs.
Maslow’s hierarchy of needs model is usually depicted in a hierarchical pyramid that has 5 levels. The 4 needs at the lower-order are considered as being physiological needs, whereas the needs at the top level are considered as being growth needs (Maslow, 1970). According to the theory, the needs at the lower level require to be met before the needs at the higher-order may influence behavior. These levels are as shown in the pyramid, in Figure 1 below;
Source; (Greenberg, 2008).
Physiological needs entail the desire for includes air, water, food, sleep, sex, and shelter. These are usually the most fundamental needs that need to be met first. An individual will not progress on to the subsequent level up the pyramid until these fundamental needs and desires are met (Maslow, 1970). The next level entails of the desire for stability, safety, as well as the absence of discomfort. Individuals at this level value their jobs principally as a way to circumvent the loss of their basic needs. Subsequent to the satisfaction of the initial two levels, the individual will shifts their focal point to the third level. This is the need for belonging and love, whereby, the desire of the individual revolves around developing acquaintances, finding love, as well as a sense of belonging to a group. Individuals motivated by association are focused on creating as well as maintaining new relations with other individuals (Lindner, 2003). The forth level of needs entails the desire for self-worth, achievement, as well as recognition. At this level, many workers fail in search of needs accomplishment. At this point, leaders and managers can have a great impact in assisting employees accomplish their needs relating to esteem (Myers, 2005).
The fifth and final level focuses on an individual accomplishing their full potential. The majority of people do not attain this level until some time late in their life, although some individuals never attain this level. Managers may assist in an employee’s desire to acquire this level through involving an employee in designing jobs, generating unique assignments for the worker, and giving the employee the independence to plan, execute, and make the necessary decisions concerning their job (Antomioni, 2009).
The three levels at the lowest end in this model are known as deficiency needs. They are necessary in order to assist in appropriate development both mentally and physically. The needs at the highest levels in the model are considered as growth needs that facilitate the individual grow as well as develop into a successful human being. Several scholars believe that Maslow’s theory has some practical implication as well as application in the following manner. Physiological needs may be considered in judgment that concern lighting, space, as well as overall working environment; safety in regard to vocational practice; love in relation to forming organized groups at the workplace; esteem through recognition and responsibility, and lastly, self-actualization in regard to opportunities for challenging and creative tasks and jobs (Vroom, 2004).
References
Antomioni, F. (2009). What Motivates The Middle Managers? Journal of Industrial Management, 41(5), 27.
Greenberg, J. (2008). Behavior in Organizations. London: Routledge.
Lindner, J. (2003). Understanding Employee’s Motivation. Applied Psychology Journal, 7(3) 8.
Maslow, A. (1970). Personality & Motivation. New York: Harper & Row.
Myers, M. (2005). Motivation & Job Satisfaction. Management Decisions Journal, 29 (4) 26.
Vroom, S. (2004). Motivation & Work. New York: Wiley.
Using Marketing strategies
Using Marketing strategies
Introduction
The stiff competition experienced within the business environment has without a driven the need for effective marketing strategies Shaw (2012). Appropriate marketing strategies in a business have are regarded as quite instrumental driving the business performance in a positive and profitable way. In fact, businesses that center on marketing strategies focus on their customers and their market. Through this they are able to integrate in the responses of their market and work out in advance where profits are to be derived from. This paper critically looks at the using of marketing strategies in a business.
Marketing strategy defines the objectives of the business and describes ways used to meet the customers’ satisfaction in the chosen market. They are usually growth strategies and ways individuals are going to use the products, customers and markets to grow their business. One of the marketing strategies is associated with market penetration. Market penetration is used to increase ones share of the exiting markets, a situation attained by improving the awareness of the customers on the products and services in addition to finding fresh customers (Milligan, 2012).
Similarly, marketing strategies also used in market development. Any business entering a new market with its current products or services therefore often considers this. The strategies are as well used in product development which actually aims at enhancing the benefits enjoyed by customers through improving products and services, or developing original ones (Homburg et al,2009). Diversification, as a useful strategy, is quite significant but with a lot of risk as well as higher costs in it. It is often advised that it is used when there are no options left to conduct the business.
According to Milligan (2012), using marketing strategies requires one to have certain information. This is to understand the capabilities of the firm and match them with the opportunities that are available. Such information includes market data that describes the size and increase rate of the firm, the potential customers and the products, and information/data regarding competitors.
For individuals to use the marketing strategies well they should know the scope of the business. These are the benefits one wants, the group of customers and the technology used. The objectives of the market are another important segment. They include the growth of the market, its market share, and the entry into the market. One should also know their target section and positioning. They are the specified customer groups. Market mix, also a significant part, includes the products, price, place, and the methods used to promote and deliver the products and to beat the competitors. Finally, the role faction plans can not be underrated. Action plans actually include budgets and resources used to implement the strategies (Ottman, 2011).
Conclusion
Marketing strategies describes the business objectives and ways used to meet the customers’ satisfaction. Various ways are used within the business including market development and penetration. However, marketing strategies cannot be effectively used without knowledge of the scope of the business, market mix and how to implement the strategies.
References
Homburg, C.et al. (2009). Marketing Management – A Contemporary Perspective. London: McGraw-Hill
Milligan, S. (2012). Marketing strategies. Delhi: Research World.
Ottman, J. (2011). The new rules of green marketing: Strategies, tools, and inspiration for sustainable branding. San Francisco, Calif: Berrett-Koehler Publishers.
Shaw, E. (2012). “Marketing strategy: From the origin of the concept to the development of a conceptual framework.” Journal of Historical Research in Marketing, 4(1), 31–54.
Using Corrective Action Plans as Motivation
Using Corrective Action Plans as Motivation
Colorado Technical University
Administration in Healthcare Services HAS 320
When an organization ignores one employee’s poor performance, that employee’s poor performance starts to affect other employees. It is like a virus that goes unnoticed; it soon invades the rest of the body. Ignoring one employee’s poor performance can potentially cause other employees to become disengaged and ultimately bring the organization’s performance level to its knees. Allowing poor performance of one employee to go unaddressed creates additional work; requiring the manager to work harder as well as other employees. An organization that does not have a high level of performance is on the track to disaster. In healthcare facilities, an employee’s poor performance can result in a patient not receiving the quality of care that the patient deserves.
Like treating a virus, we must find a medicine that works in the treatment of the virus. Treating an employee’s poor performance requires a solution; a corrective action plan. Corrective action is exactly as it sounds. It is taking necessary steps of action to correct a problem. Corrective action is used within organizations with the purpose of identifying and eliminating causes of a problem by: correcting, molding, or improving performance or behavior that is job-related CITATION Ind10 l 1033 (Indiana University Purdue University Indianapolis, 2010). Corrective action serves as a communication line to bring to the attention to the employee of their performance level. Corrective action should not be considered as a form of discipline, however as a tool to enhance performance of an employee that is not performing at an optimal level set forth by the organization.
A corrective action plan should be built around the premise to correct an employee’s performance habits. In this case the employee is consistently late to work. The goal of the corrective action plan is to discover what is causing the employee to be habitually late and give that employee a chance to correct this performance problem before taking the final step in the termination of the employee. A corrective action plan should consist of a series of steps. The first step of the corrective action plan will be counseling of the employee. Counseling can have two purposes. One purpose is the chance to discover what is causing the employee to be consistently late. There could be a scheduling conflict, such as the employee’s children’s daycare center may not open early enough for the employee to be in on time. So a simple adjustment to the schedule may remedy the situation. It could be the employee is not a morning person and takes them longer to get started in the morning and may need some coaching to develop their own personal schedule to get the employee into work on time. Counseling can also serve as a verbal warning that notifies the employee that their behavior or performance is not meeting the organization’s standards. The next step in the corrective action plan would involve a written reprimand. The written reprimand should contain the full description of the behavior that has been unacceptable as well as the standard or policy that the employee is not adhering to. It will also include any prior related corrective action taken, statement of the circumstances causing the current corrective action, and a clear picture of future expectations CITATION Uni07 l 1033 (University of New Hampshire, 2007). The third step is suspension of the employee without pay. The employee needs to have a clear understanding why they are being suspended and show evidence of their that supports the reason of suspension. End the meeting with a positive note allow the employee to understand that this is not what you want to do, but also allow them to know that their benefits, if applicable, will continue through the suspension. The last step in the corrective action plan is the termination of the employee. This should occur after all other steps have been exhausted to no avail No manager truly enjoys terminating an employee, however a manager is left no other choice when an employee refuses to change his or her behavioral and/or performance issues.
Our job as managers is to motivate and empower our employees so that they are performing at the organization’s performance standards. However, there are times when as managers we must provide tools to our employees to increase their motivation and empowerment. A corrective action plan can essentially be one of these tools. Used in a positive manner, like giving guidance and counseling, instead of threats and punishments. When a situation arises where an employee needs to have corrective action taken towards them allows show the employee with respect. Allow the employee to participate in the corrective action solution to the problem. This may make the employee more willing to correct his or her action, rather than just being told to. I personally have had to use counseling in the form of extra of training to help an employee that was not performing quite at the standard levels of the organization. The employee had a strong work ethic, but their technique in executing needed some polishing. During the extra training, I had the employee identify their strengths and their weaknesses. We worked on the employee’s weaknesses while teaching the employee how to use their strengths to make up for their weaknesses. The key lesson I learned from this experience was that by showing respect and that I truly cared about that employee’s success, the employee became motivated and empowered to become one of the organization’s top performers. The key thing for all managers is to show respect to their employees. Showing respect earns their respect, which in the end makes employees more motivated to perform better for a manager that they respect.
References
BIBLIOGRAPHY l 1033 Healey, B., & Marhese, M. (2012). Foundations of Health Care Management Principles and Methods. San Francisco: Wiley.
Indiana University Purdue University Indianapolis. (2010). Corrective Action: A Supervisor’s Guide to Managing Performance. Retrieved from http://hra.iupui.edu/content/doclib/ProgressiveDisciplineGuide.pdf
University of New Hampshire. (2007). Performance Management Toolkit – Constructive Discipline, Corrective Action & Documentation. Retrieved from http://www.unh.edu/hr/sites/unh.edu.hr/files/pdfs/constructive-discipline-and-corrective-action.pdf