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The need for self-expression. Success and the need for self-expression - which is more important

Why do we go to society at all? What do we need from society? And why is such an intimate manifestation of one's own personality as self-expression possible only among society?

In the previous article, we talked about the fear of loneliness and rejection. Two components: "loneliness" and "fear of rejection" lead in the same direction, but in different ways. Let's try to deal with the fear of rejection first. And in the following publications, the discussion will include not the ability to be alone with yourself and not understanding from here “Who am I?” and "What am I?"

Typical life situation:

A five-year-old girl approaches her mother:

Mom, look at my drawing?!

Mom knows that her daughter made it quickly, casually, therefore, there is nothing to praise for.

Dude, this is an ugly drawing. You made him bad.

Well, maaaaamaaaa, - the child starts whining.

You have to try, spend time, effort, show imagination and then you will get a worthwhile thing!

The girl does not succeed (and she does not try hard), experiences, twitches appear. Then mom joins in and helps to make it beautiful. As a result, the child hears praise (for the fact that mother did half of it?) And, probably, satisfied, he goes to do his own thing.

There seems to be something wrong here. The parent is trying to teach the child to do well, and not haphazardly. But, the little man continues to be "lazy" and ask (approval?).

In this case, the behavior of the elders is not the worst. In the usual version, they do not even notice the good - what can we say about any!

The child drew a casually but quickly drawing. Then, just as quickly, he runs to give it to someone. The question arises: to what does the child direct this sequence of actions?

We can definitely talk about the need to express any feelings through action (the process of drawing). That is, the need for self-expression.
The desire to express sincere feelings towards parents, and most of all even receive them (this is evidenced by the speed with which the gift is sent to the lucky one)
Desire to get attention.
The need for a positive assessment of their actions

In this behavior, very little time and effort is devoted to the drawing itself, the process of drawing it. And that’s what a healthy sense of self-expression is all about! - Everything else is aimed at the function of setting up communications with others. It turns out that manifestations of one's own personality are not as important as it is important to prove oneself "in public", that is, outside! It turns out that (for an adult too) the main thing is to “show yourself”. And the fact that there is nothing “behind you” (you drew a picture badly!) Is the tenth question. - This moment, by the way, can significantly slow down the learning process. If no one sees and praises the student, then the training may not take place. And God forbid, if something does not work out and there is no one to help. - The hero, having been burned by such his own ineptitude, may turn away from the teachings altogether.

Let's return to the situation with which the story began. It is much more important for the child from the above case to receive recognition of his right to express himself as he wants, and not just when good performance. This right seems to be "given" by the parents. However, it refers to an unconditional given, the same as the right to live itself. The person himself must feel this, and as a result, endow himself with the power of his own decision with all rights and obligations (this will be his personal choice). However, the role of parents in the formation of healthy skills in children is not so small! Therefore, mothers and fathers can begin to correct the behavior of the child.

Suppose today a child wants to express his feelings impromptu. This is an impulsive impulse, which also has the right to “life”. The adult is only expected to pay attention to a fait accompli. It can be expressed like this: “I see you drew a house with a roof. Its roof is blue.

There is no need for any assessments: “good”, “bad”, “correct”, “wrong”. - Grades are the privilege of teachers - their task is to teach technique. And the main parental function is to show to little man the feelings he needs. And he needs love, acceptance, warmth. And then there is a chance that the child will not fall into the circle of fawning and expectation of positive reinforcement. And in the future, when he grows up, he will not prove his case, thus giving himself the right to be noticed.

In the case when a child wants to express personal feelings for a parent, it is enough to notice and accept these feelings, sincerely thank the child for the attention shown and the desire to make it pleasant.

Is it excessive desire success a sign of a healthy need for self-expression? - No! A healthy need for self-expression does not need "spectators". The main viewer, receiver and recipient is you! And everything that asks for external attributes (the need for recognition and success among society) is unhealthy, unnecessary manifestations!

Adherents of traditional psychology may disagree with this statement. And in the transformational tales called "People from the closet" one of the main characters became a self-sufficient person. He begins his journey with a declared desire for success, even indicates the amount for which he “hunts”: “And I want to earn millions” ... The book goes through the path of “becoming oneself” (and everyone can go along this path) and is confidently closer to concludes at the end: “I no longer need spectators!”. - Such a transformation became possible thanks to one very deep, felt in practice understanding (the author gives the reader the opportunity, together with the main character, to go through all the main feelings and transformations leading to a cure). Understanding is simple, but it is not easy to come to it: only with myself can I be who I am. And the highest happiness, according to the hero, is to allow yourself to be yourself. After all, it was to himself that he began his journey ... And this happiness is not estimated by millions. The happiness of being yourself cannot be bought or sold...

The desire for success as a need for self-expression.

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In this article, we will look at what almost all of humanity is striving for - self-realization. First, let's answer the question - what is self-realization? has several definitions. Let's read them.

1) Self-realization- this is the identification of one's abilities (talents) and their development by a person in any particular activity.

2) Self-realization It is the full realization of a person's individual potential.

What do these definitions mean? The fact is that the need for self-realization lies in each of us. The need to fulfill oneself to the fullest is something like a built-in function that is in each of us. According to Maslov's theory, it refers to the highest human need.

I heard many stories about such people who had EVERYTHING in the broadest sense of the word. They were earning a lot of money, buying up villas, yachts, foreign cars, and so on, but at the same time they felt UNSUCCESSFUL. They felt an inner emptiness. And to fill it - they squandered money on things that temporarily filled their void and made them. But each time such actions brought more and more short-term effect. The rich needed something, namely, the realization of their potential.

Surely you will ask me - If a person is so rich, has he really not realized himself to the fullest? I answer - If a person is in need, if he feels empty, then YES, he has not fulfilled himself in life. But why? There are several reasons. For example, because there is no interest in his work or he does not do what he wants at all. Perhaps this person implemented someone else's . He himself wanted to become a pianist, and his dad convinced him that it would be better for him to become a professional karateka.

And so, this man trains hard from year to year to justify the hopes of his father. He wins various competitions, wins first places, titles, medals and so on. The father is jumping for joy. After all, his son achieved what he once wanted. This is how parents always want their children to achieve their goals for them. The father jumps enthusiastically, but his son feels something is not right. These victories do not please him. He does not feel self-realization.

But every time my son sees a pianist playing, his eyes light up. He feels that this is what he wants to do - to please himself and the audience by playing the piano. It is in this case that he realizes his full potential. What do you think, if this person does not devote himself to playing the piano, then what will his son do? Right!!! This man will force his son to play the piano, and now he will embody his goals. And he may have a penchant for football!!!

Here is such a vicious circle. If we ourselves have not realized our potential in any activity, then we are looking for someone who will realize it for us, and in the very activity that we have abandoned. And these people will be our children, as strangers cause envy in us. After all, they are doing what we always wanted to do, but we didn’t succeed - we had to justify the hopes of our parents.

Self-realization

So those people who have realized themselves in some particular activity are the happiest people in the world. - it means to be needed and in demand. This is what everyone wants without even knowing it. The realization of one's potential wins over money. Nothing makes a person happy like self-realization.

As one person said: "I don't envy those people who have more money than me, but I envy those people who are happier than me ". Read this phrase again!

let's consider specific example when people are ready to plow for a penny for the sake of self-realization. How often do you go to the theatre? I think you know that actors get paid a penny for their work. And the profession of an actor is a very difficult profession. And so you sit and watch the performance and think to yourself: “All sorts of professions are needed, but why do they work for a penny. After all, they probably don’t even have enough to travel. It would be better if they became bankers or lawyers. These professions at least feed ". Yes, that's right, good lawyers earn solid sums. And what makes people go on stage and not change their profession long years or maybe never at all? Of course, this is publicity, an acting team or composition (of a corpse), love for one's work. When a person enters the stage and pleases the audience with his game, nothing makes him so happy. When, at the end of the performance, he stands in line with his close friends and watches thunderous applause, he feels that someone needs him and that he lives for a reason. And when the flowers begin to give ... EH!!!

This is the feeling of self-realization.

Well, I think from this example you understand what self-realization means. Many people aspire to climb career ladder to have more power and authority. They manage people and feel their importance. But later they realize that the role of leader is not their role. Many leaders want to be led, not leaders. When they are led, they feel much better.

One businessman closed his business and became a designer. He began to earn much less money than before, but he felt much happier and freer. The profession of a designer made him the most happy man because it was in it that he realized himself.

One woman quit one job and took another job. Her income was reduced by 30%, which is a lot. But one day, she noticed that her costs were also reduced. Why? Because in that job, she spent more money trying to fill her void with various material values. And her new job brought her pleasure and joy. Therefore, expenses have been sharply reduced, and there is more free money with a lower salary.

I think you now understand what the main need you need to satisfy. By doing this, you will be the happiest person. But first you need to determine the activity in which you truly fulfill yourself. It's not that hard. You still suspect to some extent what you need to do in order to realize yourself.

And if not, then there are some effective ways. An article to help you -. Answering all questions honestly - you. Namely, having fulfilled your destiny, you will truly fulfill yourself.

There is one more fact. All of us in childhood know exactly who we want to become and in most cases we are right in choosing our destiny. The fact is that children have a highly developed, and if from childhood mom and dad give their child the opportunity to listen to themselves, and do not hang their fantasies that are not embodied on him (as I wrote above), then finding yourself and starting to fulfill yourself is much easier .

The most important thing is to listen to yourself. You must understand your desires, fix the main idea that is spinning in your head. For example, you constantly study psychology, read biographies of the most prominent psychologists, pay attention to them, feel some kind of envy that you are not in their place, think how lucky they are that they have become what they have become. If you have caught such thoughts, then you need to strive for this.

SIGNS THAT YOU ARE ON THE RIGHT WAY:

What you do gives you pleasure.
You yourself do not understand where you get the strength for your chosen activity.
Your activity is really useful not only for you, but also for those around you.
You feel that you have a reserve of personal and professional development within the chosen activity.
You want to improve in your chosen activity.
You want to do your activity again and again. You jump out of bed, just to get to work as soon as possible.

Self-realization- this is the highest human need to realize their talents and abilities.

This is the desire of the individual to prove himself in society and demonstrate his positive aspects.

Remember, self-realization is something worth striving for. Realization of oneself has always been and will be the most worthy goal of man. This is what will make you the happiest person.

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Abraham Maslow recognized that people have many different needs, but he also believed that these needs can be divided into five main categories:

Physiological needs that are necessary for survival - the needs for food, water, shelter, rest and sexual needs.

Needs for security and confidence in the future- the need for protection from physical and psychological dangers from the outside world and the confidence that physiological needs will be satisfied in the future. A manifestation of the need for confidence in the future is the purchase of an insurance policy or the search for a secure job with good retirement prospects.

Social needs, sometimes called needs for belonging - a sense of belonging to something or someone, a feeling of being accepted by others, feelings of social interaction, affection and support.

Esteem Needs- the need for self-esteem, personal achievement, competence, respect from others, recognition.

Needs of self-expression- the need to realize their potential and grow as a person.

Maslow's system of needs is hierarchical, that is, the needs of the lower levels require satisfaction and, therefore, affect a person's behavior before motivation begins to be affected by the needs of more high levels. At each particular moment in time, a person will strive to satisfy the need that is more important or strong for him. Before the next level need becomes the most powerful determinant of human behavior, the lower level need must be satisfied.

Since with the development of a person as a person his potentialities expand, the need for self-expression can never be fully satisfied. Therefore, the process of motivating behavior through needs is endless.

For example, a person who is hungry will first try to find food and only after eating will he try to build a shelter. Living in comfort and security, a person will first be motivated to activity by the need for social contacts, and then will begin to actively seek respect from others. Only after a person feels inner satisfaction and respect from others, his most important needs will begin to grow in accordance with his potential. But if the situation changes radically, then the most important needs can change dramatically.

In order for the next, higher level of the hierarchy of needs to begin to influence human behavior, it is not necessary to satisfy the need of a lower level completely. Thus, hierarchical levels are not discrete steps. For example, people usually start looking for their place in some community long before their security needs are provided or their physiological needs are completely satisfied. This thesis can be perfectly illustrated by the example of the great importance that rituals and social communication for the primitive jungle cultures of the Amazon and parts of Africa, though there is always famine and danger.

Application of Maslow's theory

In order to motivate a particular person, the manager must enable him to satisfy his most important needs through a course of action that contributes to the achievement of the goals of the entire organization. Not so long ago, managers could motivate subordinates almost exclusively with economic incentives, since people's behavior was determined mainly by their needs at lower levels. Today, even people at the bottom of an organization's hierarchical ladder are relatively high up in Maslow's hierarchy.

The manager must carefully observe his subordinates in order to decide what active needs drive them. Since these needs change over time, it is impossible to expect that the motivation that worked once will work effectively all the time.

Managers need to know what each employee prefers in the reward system, and what makes one of your subordinates refuse to work with others. Different people like different things, and if a leader wants to effectively motivate his subordinates, he must feel their individual needs.

The main criticism of Maslow's theory was that she failed to take into account the individual differences of people.

For example, many people in modern Russia were so shocked by the "default" of 1998 that after that (although they managed to "stand on their feet") the need for security remains dominant in them.

Methods for meeting the needs of higher levels

Social needs

Give employees a job that allows them to communicate

Create team spirit in the workplace

Hold periodic meetings with subordinates

Do not try to destroy the emerging informal groups, if they do not cause real damage to the organization

Create conditions for social activity of members of the organization outside of its framework

Esteem Needs

Offer subordinates more meaningful work

Give them a positive feedback with results

Appreciate and reward the results achieved by subordinates

Involve subordinates in setting goals and making decisions

Delegate additional rights and powers to subordinates

Promote subordinates through the ranks

Provide training and retraining that increases competency

Needs for self-expression

Provide subordinates with learning and development opportunities that enable them to reach their full potential

Let subordinates complex and important work requiring them to give their full

Encourage and develop creative abilities in subordinates Herzberg's two-factor theory

Herzberg showed that people's activities are influenced by 2 groups of factors, which he called hygienic and motivating.

Group of factors

Impact on people's activities

Hygienic

(related to working conditions)

earnings,

working conditions,

relationships with other employees

administration activities

Even with full satisfaction, they are not motivated to increase labor efficiency

Motivating

(related to the content of the work, with the evaluation of the results by management)

feeling of success

career advancement,

recognition from others

responsibility

Motivate to increase productivity, efficiency, quality of work

Hygienic factors do not motivate employees, but only prevent the feeling of job dissatisfaction from developing.

Application of Herzberg's theory

In order to achieve motivation, the leader must ensure the presence of not only hygienic, but also motivating factors. Many organizations have attempted to implement these theoretical insights through work enrichment programs.

During the implementation of the program of "enrichment" of work, the work is restructured and expanded in such a way as to bring more satisfaction and rewards to its direct executor. The "enrichment" of labor is aimed at structuring labor activity in such a way as to make the performer feel the complexity and significance of the task entrusted to him, independence in the choice of decisions, the absence of monotony and routine operations, responsibility for this task, the feeling that a person is performing a separate and completely independent work. . Among the several hundred firms that use enrichment programs to eliminate Negative consequences fatigue and the associated drop in productivity, there are also such large companies as American Airlines and Texas Instrumente. Although the concept of “enrichment” of work has been used very successfully in many situations, it is not suitable for motivating all people.

In order to use Herzberg's theory effectively, it is necessary to draw up a list of hygiene and, especially, motivating factors and give employees the opportunity to determine and indicate what they prefer.

The same factor can cause job satisfaction in one person and dissatisfaction in another, and vice versa. Thus, both hygiene factors and motivating factors can be a source of motivation and it depends on the needs of specific people. Since different people different needs, different people will be motivated by different factors.

For example, a person may love his job because he considers his colleagues friends and, by communicating with them, he satisfies his social needs. At the same time, such a person may consider chatting with colleagues more important than doing the work assigned to him. Thus, despite a high degree of job satisfaction, productivity may be low.

Due to the fact that social needs play a very important role, the introduction of motivating factors such as increased responsibility for the assigned task may not have a motivating effect and may not lead to an increase in productivity. This will be exactly the case, especially if other workers perceive the increase in the productivity of this worker as a violation of the tacitly established production standards.

Social needs

Give employees jobs that allow them to communicate.
Create a team spirit in the workplace.
Hold periodic meetings with subordinates.
Do not try to break up informal groups that have arisen if they do not cause real damage to the organization.
Create conditions for social activity of members of the organization outside of its framework.

Respect needs

Offer subordinates more meaningful work.
Provide them with positive feedback on the results achieved.
Appreciate AND encourage the results achieved by subordinates.
Involve subordinates in goal setting and decision making.
Delegate additional rights and powers to subordinates.
Promote subordinates through the ranks.
Provide training and retraining that enhances competencies.

Needs for self-expression

Provide subordinates with learning and development opportunities that enable them to reach their full potential.
Give subordinates difficult and important work that requires their full dedication.
Encourage and develop with subordinates Creative skills.

"Health" factors are the factors of the environment in which the work takes place. They can be seen as a need to eliminate/avoid difficulties. The absence of these factors causes a feeling of irritation, dissatisfaction. The presence of environmental factors provides normal working conditions and, as a rule, does not contribute to the activation of human activity. For example, comfortable working conditions, normal lighting, availability of heating, etc., working hours, wage relationships with management and colleagues.

Salary, as a rule, is not a motivating factor.
To eliminate the feeling of dissatisfaction, the manager needs to pay special attention to the factors of "health". In the absence of a feeling of dissatisfaction and irritation, it is useless to motivate staff with the help of "health" factors.
After the employee is provided with everything necessary to achieve the goals, the manager must concentrate all efforts on motivational factors.

3. McClelland's three-factor theory considers only three types of acquired needs that activate human activity: power, success, involvement.

There is a certain similarity of this theory with the theory of A. Maslow. The need for power and success is characteristic of people who have reached the fourth level of the hierarchy of needs - the need for respect. The need for involvement is characteristic of people who have reached the satisfaction of the third level of needs - social needs.

Unlike A. Maslow, McClelland believes that only the need for power is a motivational factor. Therefore, in practice, this theory is applicable to a greater extent for people seeking to occupy a certain position in an organization.

Theory of needs by K. Alderfer is one of the most widely used content theories of motivation. These theories describe the structure of needs, their content, the relationship of a person's motivation to activity. Clayton Paul Alderfer (born 1940) is a psychologist at Yale University.

[edit] Basic theory

Alderfer agrees with Maslow's theory. According to Alderfer, people care about only three needs - the need to exist, the need to communicate with others, and the need to grow and develop. He argued that these three needs are similar to those identified by Maslow. The need to exist is similar to the physiological need. The need to communicate with others is a social need. The need for growth is the need for self-realization, for respect.

Clayton Alderfer argued that today's needs may remain unsatisfied in five years, and then it is possible to change the orientation. As a young adult, a person may aspire to become the president of a company. In adulthood, he may no longer want to become president, as it takes too much of his life. This is a different view of human needs.

[edit] Differences from Maslow's theory

Alderfer's theory has a fundamental difference from Maslow's theory - the movement along the hierarchy can be carried out both from the bottom up and from the top down in the event that the need of the upper level is not satisfied. From the need to exist, you can move to the need to communicate. But your career growth may slow down, and instead of striving for growth through the ranks, you will be interested in relationships with people.

Victor Vroom's Expectancy Theory.

According to the theory of expectations, the presence of a need is not the only necessary condition for motivation. A person must also hope (expect) that the type of behavior he has chosen will actually lead to the intended goal. Expectations according to this model can be regarded as an estimate of the probability of an event. When analyzing motivation, the relationship three elements:

costs - results;
results - reward;
valency (satisfaction with the reward).

The Vroom model can be represented as follows: Motivation = (З=>Р) * (Р=>В) * Valence where (З=>Р) – expectations that efforts will give the desired results; (Р=>В) - expectations that the results will entail a reward; Valence is the expected value of the reward. If the value of one of these factors is low, then the motivation will be low.

The theory of justice.

The theory of justice postulates that people subjectively evaluate the reward received, correlating it with the effort expended and the reward of other people. If people feel that they have been treated unfairly, their motivation is reduced and they tend to reduce the intensity of their efforts.

Theory of motivation L. Porter - E. Lawler.

This theory is built on a combination of elements of the theory of expectations and the theory of justice. Its essence is that the relationship between remuneration and the results achieved has been introduced. L. Porter and E. Lawler introduced three variables that affect the amount of remuneration: the effort expended, the personal qualities of a person and his abilities, and awareness of his role in the labor process. Elements of the theory of expectation here are manifested in the fact that the employee evaluates the reward in accordance with the efforts expended and believes that this reward will be adequate to the efforts expended by him. Elements of the theory of justice are manifested in the fact that people have their own judgment about the correctness or incorrectness of remuneration in comparison with other employees and, accordingly, the degree of satisfaction. Hence the important conclusion that it is the results of labor that are the cause of employee satisfaction, and not vice versa. Among domestic scientists, the greatest success in developing the theory of motivation was achieved by L.S. Vygodsky and his students A. N. Leontiev and B. F. Lomov. However, their work was not developed, since they investigated the problems of psychology only on the example of pedagogical activity. Vygodsky's theory states that in the human psyche there are two parallel levels of development - the highest and the lowest, which determine the high and low needs of a person and develop in parallel. This means that it is impossible to meet the needs of one level with the help of the means of another. For example, if at a certain point in time a person needs to satisfy primarily lower needs, material incentives work. In this case, the highest human needs can be realized only in an intangible way. L.S. Vygodsky concluded that higher and lower needs, developing in parallel and independently, collectively control human behavior and activities.

Goal setting theory

The lead developers are Edwin Lock, I am also T. Ryan, G. Latham, P. Fryaker and McGregor.

The process of setting goals in general is as follows: the individual is aware of and evaluates the events taking place in his environment. Based on this, he defines goals for himself and, based on them, carries out actions, performs certain work, achieves results and receives satisfaction from this.

The theory states that the level of work performance depends on four characteristics of the goals (and the efforts involved in achieving them).

The complexity of a goal reflects the level of work required to achieve it. The more complex goals a person sets for himself, the best results he achieves (except unreal ones).

The specificity of a goal reflects its quantitative clarity, precision, and certainty. More specific goals lead to better results.

Goal acceptability refers to the extent to which a person perceives the purpose of the organization as their own.

Goal commitment reflects the level of effort spent to achieve the goals of management should constantly monitor the level of commitment to the goal of employees and take measures to maintain it at a high level.

Employee satisfaction with the results of work is not only last step the process of motivation in the theory of goal setting, not only completes the process of motivation, but also forms the basis of the next cycle of motivation.

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Theory of equality.

The concept of participatory management

1) The founder of the theory of equality - S. Adams. The main idea of this theory is that in the process of work, a person compares how his actions were evaluated with how the actions of others were evaluated. And on the basis of this comparison, depending on whether he is satisfied with his comparative assessment or not, a person modifies his behavior. In the process of comparison, although objective information is used, the comparison is carried out by a person based on his personal perception of his actions and the actions of the people with whom he is comparing. This theory operates with the following concepts: an individual is a person who considers the organization's assessment of his actions from the standpoint of justice and injustice. Compared persons - individuals and a group of people in relation to which the individual compares the assessment of his actions. An individual's perceived reward is the combined amount of reward received by an individual for individual performance. This value is subjective, it is the result of the individual's perception of the reward of his actions. The perceived reward of others is the sum of all the rewards that the compared persons received in the individual's view.

The perceived cost of an individual is the person's perception of what he has contributed on his part to carry out actions and obtain a result. Perceived results of others - an individual's idea of the total amount of costs, the contribution made by the compared persons. Norm is the ratio of perceived costs to perceived rewards.

The theory of equality says that it is very important for a person how his norm relates to the norm of others. If the norms are equal, then a person, even with less remuneration, feels justice, since in this case there is equality.

Adams identifies 6 possible human responses to a state of inequality:

A person can decide for himself that it is necessary to reduce costs, do not have to work hard and expend great effort. The result of inequality is a decrease in the quality of labor;

The individual may attempt to increase the reward. He will demand higher pay;

A person can re-evaluate his capabilities. He may decide that he thought wrong about his abilities. At the same time, his level of self-confidence decreases;

The reaction to inequality may be an attempt by the individual to influence the organization and the individuals being compared, either to force them to increase costs or to reduce their remuneration;

A person can change the object of comparison for himself by deciding that the person or group of people with whom he is compared are in special conditions;

A person may try to move to another division or even leave the organization altogether.

2) The concept of participatory management. This concept proceeds from the fact that if a person in an organization is interested in participating in various intra-organizational activities, then he works with greater efficiency, better, more efficiently and productively. It is believed that participatory management, opening the employee access to decision-making on issues related to his functioning in the organization, motivates a person to best performance work. It not only contributes to the fact that a person does a better job, but also leads to greater returns, a greater contribution of an individual employee to the life of the organization (there is a more complete use of the potential of the organization's human resources).

1. Provide subordinates with learning and development opportunities to reach their full potential.

2. Give subordinates difficult and important work that requires their full dedication

3. Encourage and develop creative abilities in subordinates

Unfortunately, systematic studies of motivation at the international level have not been conducted. However, it can be concluded that leaders operating at the international level must constantly consider, understand and be attentive to the cultural differences of the needs of the people with whom they interact. Managers must avoid any obvious preference for employees of one nationality over another. You can't rely on the people you manage abroad to have the same needs as you have in your own country. What to do? You have to ensure that the needs of the people you manage are met if they work effectively. In example 13.2. cases of dissatisfaction with work in an international firm are considered.

CRITIQUE OF THE THEORY OF MASLOW.

Although Maslow's theory of human needs seemed to provide managers with a very useful description of the motivation process, subsequent experimental studies have not fully confirmed it. Of course, in principle, people can be attributed to one or another fairly broad category, characterized by some need of a higher or lower level, but a clear five-level hierarchical structure of needs according to Maslow, apparently, simply does not exist. The concept of the most important needs has not received full confirmation either. The satisfaction of any one need does not automatically activate the needs of the next level as a factor in motivating human activity.

EXAMPLE 13.2.

Job dissatisfaction

If the company's management is thinking of changing the scope of its marketing program in the world markets, then immediately proceed to a special transitional stage. Disputes about the extent of the gap between the existing and desired position of the firm, the speed with which this gap must be closed, often lead to conflict between the headquarters of the firm and its regional foreign branches. Such conflicts most often arise in firms where the reasons for changing the marketing program are not clear and obvious, and where regional office managers have a high degree autonomy. Unpleasant consequences can arise in both cases. Because Black & Decker dominated the European market for household appliances, many of its managers and representatives in various countries failed to feel the need for a tightly centralized global marketing program in response to competition from Japanese manufacturers. . As a result, the president of the company was forced to remove some of the leaders of the European departments of the company of a fairly high rank. In 1982, Parker Pan, under the influence of competition and a deteriorating financial position, more than halved the number of plants worldwide and the number of types of products manufactured. This was supposed to lead to the preservation of production costs. Parker's overseas executives embraced the change, but when they were forced to implement advertising and packaging standardization programs, they couldn't get their feet wet. In 1985, Parker ended its broadcast global marketing program. Several senior executives of the firm were forced to leave the company.

If the management of the firm is not very careful, and the movement towards global marketing is too fast, then this can have negative consequences. First, the firm's overseas affiliates who join the firm because of its obvious desire to provide local freedom and tailor products to local conditions may feel frustrated. The failure of the global marketing program may lead to the fact that the importance of the work of local leaders in individual countries will decrease. Secondly, frustration could lead to a resurgence of the old venal relationships and collusion between regional office leaders and headquarters representatives. For example, some heads of regional offices may try to bargain on the speed with which they implement regular programs to reduce operating expenses. In addition, by competing for resources and a degree of autonomy, local office leaders may pay too much attention to secondary figures (errand boys) from headquarters. One way or another, capable leaders can leave, and less competent and lack of initiative people will come in their place.

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