The angel in this incident is referred to as a "satan".
The article provides a background of understanding for developing the tools for leading and motivating Knowledge Workers. Central is the simple argument that to do what you do well you must be enjoying what you do.
Competitive businesses need their employees to be doing what they are doing well in order to prosper in the competitive marketplace.
Other material included describes research into knowledge workers attitudes — attitudes that are determined by the developmental status of society.
Maslow and the Knowledge Worker Revolution One of the best-known theories explaining the actions of people is that of Dr.
Maslow hypothesized that people are motivated by a hierarchy of needs.
The hierarchy he described may be drawn as follows: When low-level needs are satisfied, individuals are no longer motivated by them. All the needs are always present. It can be reasonably hypothesized See Sidebar: Maslow described the characteristics of the Self-Actualized Person as follows: Are realistically oriented Accept other people for what they are Are spontaneous in thinking, emotions, and behavior Are problem-centered rather than self-centered Need privacy Are autonomous, independent, and able to remain true to themselves in the face of rejection or unpopularity Have a continuous freshness of appreciation Have mystic or oceanic experiences although not necessarily religious Identify with mankind Have deep meaningful relationships with a few people Have a democratic structure and judge people as individuals Have highly developed ethics Resist total conformity to culture These characteristics, coupled with the motivational needs described by Maslow outlined in diagram aboveprovide some tools for understanding how to motivate Knowledge Workers.
Most Knowledge Workers have no need to worry about their physiological, security, and safety needs, so these basic, low-level needs no longer motivate their actions, although the needs are always present.
Many people are today motivated primarily by social, esteem, and self-actualizing needs.
Everyone needs to be loved, to be accepted, and to belong. Individuals join social, religious, fraternal, and educational organizations to fulfill this psychological need.
In addition to being merely accepted and belonging, people want to be heard, to be appreciated, and to be wanted. People want to feel important and need status. At the highest level are self-actualizing needs. People seek to achieve their highest potential through professional, philanthropic, political, educational, and artistic channels.
Those team members at the highest levels — probably a majority — will probably be motivated by a wider variety of needs than those people at lower stages. Additionally the wide ethnic diversity present in the Knowledge Worker population will increase the variability of factors that will motivate team members.
These three factors leads to the increasing need for people to be treated highly individually if they are to be well motivated. At the same time a highly functioning team can satisfy many of the lower level needs on the hierarchy, which further strengthens the team by making it a fun, supportive and attractive place to be part.
Teams operating at this high performance level represent the peak in human efficiency, creativity and innovation. Hence the creation of business environments designed to engender and support such teams is increasingly a major objective for businesses that want to remain competitive.
Retrieved [date] from, http: Prior to Maslow, researchers generally focused separately on such factors as biology, achievement, or power to explain what energizes, directs, and sustains human behavior.
Maslow posited a hierarchy of human needs based on two groupings: Within the deficiency needs, each lower need must be met before moving to the next higher level.Perserving our Heritage Level 1 Part 1, Moe Ccue C My Box-Spanish 6/Pk, Stone A Visit to the Suez Canal (), T.
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