第十四大类 心理类
3 马斯洛观点： 人的需求层次
In Maslow‟s theory, then, human needs are arranged in a hierarchy of importance. Needs emerge only when higher-priority needs have been satisfied. By the same token, satisfied needs no longer influence behavior. This point seems worth stressing to managers and administrators, who often mistakenly assume that money and other tangible incentives are the only cures for morale and productivity problems. It may be, however, that the need to participate, to be recognized, to be creative, and to experience a sense of worth are better motivators in an affluent society, where many have already achieved an acceptable measure of freedom from hunger and threats to security and personal safety, and are now driven by higher-order psychological needs.
To further confound the problem of understanding motivation, Maslow points out that motives are not always conscious. In the average person, he believes, they are more often unconscious than conscious—showing the influence on his thinking of Freudian psychologists who have long been concerned with the hidden causes of human behavior.
4 马斯洛观点： 三大方面需求
1. Growth needs
Though the deficiency needs may be seen as “basic”, and can be met and neutralized (i.e. they stop being motivators in one‟s life), self-actualization and transcendence are “being” or “growth
needs” (also termed “B-needs”), i.e. they are enduring motivat-ions or drivers of behavior.
2. Cognitive needs
Maslow believes that humans have the need to increase their intelligence and thereby chase knowledge. Cognitive needs are the expression of the natural human need to learn, explore, discover and create to get a better understanding of the world around them.
3. Aesthetic needs
Based on Maslow‟s beliefs, it is stated in the hierarchy that humans need beautiful imagery or something new and aesthetically pleasing to continue up towards Self-actualization. Humans need to refresh themselves in the presence and beauty of nature while carefully absorbing and observing their surroundings to extract the beauty that the world has to offer.
第十五大类 素质品德类
1 领导者的定义及其特点
First let‟s define what a leader is. A leader is getting things accomplished by acting through others or getting people to perform to their maximum potential.
Now let‟s identify some common traits of a leader. Leaders are people who set the example and have the courage to take the initiative to dominate the situation. They are decisive, bold, tactful, and communicate very well. They maintain enthusiasm, commitment, devotion and are knowledgeable of their duties. Effective leadership is the process of motivating others to meet specific objectives.
2 三大领导者类型
Three types of leaders exist, each with very different psychological profiles. One group is characterized as imaginative, inspiring, visionary, entrepreneurial, intuitive, daring, and emotional, and they are called “artists”. In a second grouping, there are “craftsmen” who are well-balanced, steady, reasonable, sensible, predictable, and trustworthy. Finally “technocrats” is defined as cerebral, detail-oriented, fastidious, uncompromising, and hard-headed. No one profile offers a preferred leadership style. If we want to build, we should find an “artist leader”; if we want to solidify our position, we should find a “craftsman leader”; and if we have an ugly job that needs to get done (like downsizing), we should find a “technocratic leader”. A balanced leader exhibiting all three sets of traits occurs extremely rarely.
4 亚里士多德观点： 领导美德
Aristotle would answer that virtuous leaders have responsibilities to both their owners and their workers. If there‟s a conflict between the two, it is the leaders‟ duty to create conditions in which those interests can be made the same. He would remind us that while most potential leaders measure themselves solely in terms of their effectiveness in obtaining and maintaining power, virtuous ones also measure themselves by ethical standards of justice. He was talking about political leaders but, by extension, in the modern business context, it is appropriate that executives are evaluated not only in terms of their effectiveness in generating wealth for shareholders but also by the opportunity they provide for their followers to find meaning and opportunity for development in their workplaces.
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