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This is a short but informative video that outlines the basic characteristics of management

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I felt that this was a funny visualization of the types of managers outlined in Module 1 that poked fun at them, but still also showed the structure of the management levels at the same time

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#job #businessowner #pyramidscheme | Andre C Baraka Jr.

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A true Pyramid Scheme is a job that everyone craves... Let me ask you. If you are a customer service agent does the CEO/President even know your name? Worth thinking about... #job #businessowner #pyramidscheme

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This is an article discussing the different functions of top-level managers. Reading this helped me to truly understand the importance and impact of top-level managers

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Navigating Leadership Heights: The Role and Responsibilities of Top-Level Management

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Learn about the role and responsibilities of top-level management in an organization and how they provide leadership.

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Here is a mini-documentary explaining some of Patagonia's contributions to CSR. I used this in my case study as one of my examples because their mission and goals resonated with me. It's also a good example of a company showing their CSR

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Harvard Business School published an article on its blog that provides interesting stats on how companies with well-established social contributions perform better and have more loyal customers. This shows how CSR is important for both society and success of business

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Corporate social responsibility (CSR) refers to the concept that a business is not only responsible for creating value for shareholders, but should also seek to benefit the broader community in which it exists.

While this concept has been around for decades, its importance has grown in recent years as consumers have become more conscious of issues such as climate change, income inequality, health care disparities, unfair labor practices, and gender inequity. As is often the case, this increased consumer awareness has led to businesses embracing CSR practices: An estimated 90 percent of companies on the S&P 500 index published a CSR report in 2019, compared to just 20 percent in 2011.

To help put this into perspective, below is a look at 15 statistics related to customer, employee, and executive beliefs that make the business case for corporate social responsibility.

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CSR Statistics About Customer and Investor Beliefs

1. Seventy percent of Americans believe it's either "somewhat" or "very important" for companies to make the world a better place. (Source)

This is compared to just 37 percent who believe it's most important for a company to make money for shareholders. While businesses can't completely disregard the need to earn a profit, it's clear that the general public expects them to balance this need against other priorities, such as CSR initiatives.

2. Seventy-seven percent of consumers are motivated to purchase from companies committed to making the world a better place, while 73 percent of investors state that efforts to improve the environment and society contribute to their investment decisions. (Source)

These figures indicate a business can realize significant rewards by prioritizing CSR initiatives and working them into its strategic plans, attracting both customers and investors.

3. Forty-one percent of millennial investors put a significant amount of effort into understanding a company's CSR practices, compared to just 27 percent of Gen X and 16 percent of baby boomers. (Source)

It should come as no surprise that younger investors tend to put more effort into understanding a company's CSR efforts than older generations. This figure is likely to increase as future generations seek to understand how their investment dollars impact society and the world at large, for better or worse.

4. Twenty-five percent of consumers and 22 percent of investors cite a "zero tolerance" policy toward companies that embrace questionable practices on the ethical front. (Source)

The takeaway here is clear: A business that knowingly engages in deceitful or otherwise socially or environmentally harmful behavior risks losing a significant percentage of potential customers.

5. A majority of American consumers (55 percent) believe it's important for companies to take a stand on key social, environmental, and political issues. (Source)

Taking a stand, however, doesn't come without risk. Up to 54 percent of consumers say they've stopped buying from a company due to its public position on an issue, while 48 percent of investors have decided not to invest in a company for that same reason. Thirty-eight percent of investors have gone a step further and sold shares.

CSR Statistics About Employee Beliefs

1. Ninety-three percent of employees believe companies must lead with purpose. (Source)

A further 88 percent believe it's no longer acceptable for companies to make money at the expense of society at large. These numbers make it clear that organizations must dedicate efforts not only to developing CSR initiatives, but to ensuring employees are aware of them.

2. Ninety-five percent of employees believe businesses should benefit all stakeholders-not just shareholders- including employees, customers, suppliers, and communities they operate within. (Source)

When most businesses split value, it's with the traditional value stick in mind, which divides value among three primary parties: customers, the firm, and suppliers. What's not often obvious is the value claimed by the firm's employees and society at large. Organizations would be well served to speak to these figures.

3. Nearly 70 percent of employees say they wouldn't work for a company without a strong purpose. (Source)

A further 60 percent would take a pay cut to work at a purpose-driven company. In both cases, it's clear employers must consider CSR to attract and retain skilled employees.

4. Ninety-two percent of employees who work at a company with a strong sense of purpose say they would be more likely to recommend their employer to those in their network who are looking for a job. (Source)

Referrals are an important source of new employees for many businesses and organizations. With this in mind, those who wish to encourage referrals must ensure they foster an environment that current employees would be proud to introduce to others.

5. Ninety percent of employees who work at companies with a strong sense of purpose say they're more inspired, motivated, and loyal. (Source)

When employees feel their work is having a real and lasting impact on something they care deeply about, they're more engaged and loyal to the company. This fact translates directly to the organization's bottom line. Even a small investment in CSR initiatives can result in significant improvements in employee engagement and, therefore, how profitable the company can be.

CSR Statistics About Executive Beliefs

1. Nearly 90 percent of executives believe a strong sense of collective purpose within their organization drives employee satisfaction. (Source)

A further 84 percent believe it affects the organization's ability to transform, and 80 percent believe it can increase customer loyalty. As you can deduce from earlier statistics, they're correct: Both customers and employees value purpose and specifically seek businesses that aim to make a difference.

2. Only 46 percent of executives say their organizations currently operate with a strong sense of purpose. (Source)

A further 44 percent indicate their organization doesn't currently have a strong sense of purpose but is in the process of developing one. This shows that the vast majority of executives understand the importance of developing CSR initiatives for their organizations.

3. Fifty-eight percent of organizations that currently have a strong and clear sense of purpose experienced 10 percent or more growth during the last three years. (Source)

Only 51 percent of organizations that are in the process of developing their sense of purpose and 42 percent of those that don't have (and are not developing) a sense of purpose have seen similar gains. This indicates a correlation between purpose and profit.

4. Creating value for the customer, positively impacting society, and inspiring innovation and positive change are the three top reasons impacting an organization's purpose. (Source)

Other reasons include: providing employees with a sense of meaning and fulfillment, generating financial return for shareholders, contributing to a sustainable world, reducing negative impacts on the environment, and galvanizing employees to persevere through challenges.

5. Nearly 99 percent of CSR professionals indicate COVID-19 has had an impact on their CSR efforts and initiatives. (Source)

For example, most CSR professionals expect their CSR budgets to remain flat during the next fiscal year, after already remaining flat during 2020. Additionally, 68 percent indicate they've reduced or ended a partnership with nonprofits to allocate budget to new initiatives that have become more visible during the pandemic, such as food insecurity, health care disparities, education, workforce development, community revitalization, mental health, and disaster relief.

How to Prioritize Corporate Social Responsibility

As the statistics above demonstrate, corporate social responsibility is an important concept for businesses to consider. Stakeholders of all stripes increasingly consider an organization's CSR initiatives before making important decisions: customers before making a purchase, investors before allocating funding, employers before choosing an organization to work for, and executives before finalizing their corporate strategy.

If you're interested in gaining a firm understanding of corporate social responsibility that you can leverage in your personal and professional life, there are several ways you can do so; one of the most effective is by completing corporate social responsibility training.
Are you interested in making an impact on your community and the planet? Explore our three-week online course Sustainable Business Strategy and other Business in Society courses to learn how to be a purpose-driven professional. If you aren't sure which course is the right fit, download our free course flowchart to determine which best aligns with your goals.

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15 Eye-Opening Corporate Social Responsibility Statistics

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Corporate social responsibility (CSR) refers to the concept that a business is not only responsible for creating value for shareholders, but should also seek to benefit the broader community in which it exists.

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I thought this was just a funny way to express the importance of companies having the obligation to assist the community, which ties into the concept of corporate social responsibility

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This is another article that was posted by Harvard Business School's blog. It's another informative article that talks about why ethics and accountability are important and how they can be developed in the workplace

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How to Create a Culture of Ethics & Accountability in the Workplace

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Ethics are vital in the workplace and start with effective leadership. Here’s how to create a culture of ethics and accountability.

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This video helps explain the role of globalization in business, which uses McDonald's as an example of what the process of globalization entails. It discusses topics such as reasons for globalization as well as importing and exporting

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This short video talks about how globalization has expanded the world's economy over the last few decades, though it also touches on the negative side of globalization, using the issue of the Russian-Ukrainian war and how it has affected international economies. I feel that it is a good video that puts things into perspective of the good and bad side of globalization and how geopolitics can affect it

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Why Some Countries Are Thriving Amid Globalization's Decline

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This article by Indeed provides a good description of what the planning cycle is, and why it's important. I think it's a good read for someone to get a basic understanding of the concept before diving deeper

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This event was touched on briefly in the Module 4 reading. After reading about it I wanted to get more information, as this is something that occurred when I was younger, but never really understood at the time. This PBS doc shows the effects of this event and also discusses what BP could have done to prevent this, which ties in to the importance of planning

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The Deepwater Horizon Oil Spill in the Gulf of Mexico (full documentary) | FRONTLINE

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For my case study for Module 4, I used Porter's Five Forces as the framework to help Sun City Boards plan for the future of their company. This article was very informative for me and explains the ins and outs of this model, and it helped me to decide that this was the best strategy to use

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Porter’s 5 Forces Explained and How to Use the Model

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Porter’s 5 Forces is a model that identifies and analyzes the competitive forces that shape every industry and helps determine an industry’s weaknesses and strengths.

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This video touches on the topic at the end of Module 4 about E-Commerce. It's a documentary about a YouTuber that I have been following for a few years, who developed his wealth through E-Commerce. The video looks further into the world of E-Commerce and how it can be used to accumulate a large amount of wealth

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Full Story of Making $6 Million With Dropshipping - Jordan Welch

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This is a published academic research paper in which researchers spoke to 40+ experts on the importance of organizational purpose. It outlines recurring themes and definitions of organizational purpose and is overall very insightful

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Exploring the Meaning of Organizational Purpose at a New Dawn: The Development of a Conceptual Model Through Expert Interviews

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Organizational purpose has flourished in the professional management literature, yet despite increased scholarly interest, academic knowledge and empirical research on the topic remain scarce. Moreover, studies that have been conducted contain…

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Here is a TED Talk by Melissa Daimler where she explains what it takes to build a successful company culture. She describes the importance of company culture very well and has great insights toward developing it

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How to design and build a healthy company culture | Melissa Daimler | TEDxBocaRaton

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This is a fun article that talks about company culture and what it means, using memes as a way to highlight important topics and issues that come with developing it. It talks about what it takes to have a great culture in an organization and what can lead to a bad culture

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Dealing with BS corporate culture in 20 memes

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Organizational culture is a topic that is near and dear to my heart. At last week’s Society for Applied Anthropology conference in Portland, I was among a group of five practicing anthropolog…

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In this video, the types of organizational structures are outlined, including the pros and cons. I think that it's a good baseline for someone to start understanding the different types of structures

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6 Most Common Types of Organizational Structures (Pros & Cons) | From A Business Professor

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These are a few memes that joke about HR's different responsibilities. I feel like this is a funny way to explain some of the things that HR workers deal with on a day-to-day basis

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HR professionals need a good laugh from time to time. We have a selection of funny and relatable HR memes to share; they are sure to bring a smile to your face!

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Essentially, the title of this video is exactly what it is about. I chose this video because I feel that it is another piece of content that describes and outlines the characteristics of HR well. It outlines pretty much everything that goes into the purpose of Human Resource Management

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Human Resource Management (HRM) Explained in 10 minutes

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This article has an easy-to-follow structure that includes the characteristics of business communication, the different channels of communication, and a few of the challenges faced when attempting to communicate in business

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President & Founder at APS Global Partners Inc.| President & Founder at Medias Health Inc.| Forbes Business Council Influencer.
Effective communication is crucial for success in today's dynamic business landscape-enabling idea conveyance, collaboration and relationship-building with clients and colleagues. Here are some strategies and best practices to empower your entrepreneurship journey.

The Pillars Of Business Communication

Business communication encompasses various activities, from written and verbal exchanges to nonverbal cues and interpersonal interactions. Effective business communication is about delivering messages and promoting understanding, trust and cooperation.

* Clarity and precision: One of the fundamental principles of effective business communication is clarity. Ambiguity can lead to misunderstandings and errors that can be costly in business. Whether it's a simple email or an important presentation, strive for clear and concise communication. One trick that I like to use is to revisit my first draft of a message the next day, gaining a fresh perspective to make necessary clarity improvements. Another technique is to ask for feedback from a colleague or trusted peer.

* Active listening: Communication is a two-way street; listening is just as important as speaking. As an entrepreneur, you must be an active listener to truly understand the needs and concerns of your clients, employees and partners.

* Tailoring your message: Different audiences require different approaches. Whether you're speaking with employees, investors, customers or partners, adapt your communication style to cater to their specific needs and preferences. This demonstrates your ability to empathize and connect with your audience. For example, I recently presented to potential partners about the Canadian startup visa program. Rather than diving into details right away, I focused on building trust by sharing success stories of startups launched with my company's help. This allowed me to connect with the audience on a personal level.

* Nonverbal communication: It's not just what you say but also how you say it. Nonverbal cues like body language, facial expressions and tone of voice can convey as much information as words. Pay attention to your nonverbal communication so you can make sure it matches up with your desired message.

Selecting The Right Communication Channels

In today's interconnected world, there are numerous communication channels. Each has its strengths and weaknesses, and selecting the appropriate channel for a particular situation is crucial for successful communication.

* Email: Email remains a cornerstone of business communication for sending documents and written updates. Be mindful of email etiquette, respond promptly and use subject lines that convey the essence of the message.

* Meetings and presentations: Face-to-face meetings, whether in person or via video conferencing, provide an opportunity for more personal and interactive communication. They are essential for discussing complex topics, brainstorming and building relationships. When presenting, use visual aids and engage your audience to maintain their interest and drive home key points.

* Instant messaging and collaboration tools: Instant messaging and collaboration tools like Slack and Microsoft Teams are indispensable for quick exchanges and collaboration. They allow real-time communication, file sharing and project management.

* Social media: Social media platforms are increasingly vital for businesses to connect with customers and promote their brands. They provide a channel for engagement and feedback, helping you stay relevant and build a loyal customer base. However, it's crucial to maintain a professional image and tone on these platforms. One way I like to ensure a professional tone is to establish clear brand guidelines and ensure that everyone who posts on your behalf follows the guidelines closely. Additionally, reviewing your content before publishing it can help you catch any mistakes or tone issues.

* In-person communication: Don't underestimate the power of in-person communication. Networking events, conferences and business dinners offer opportunities to forge strong personal connections and partnerships.

Common Challenges

Effective communication is not always straightforward. Recognizing the potential challenges is the first step in overcoming them.

* Language barriers: These days, businesses often interact with people from diverse linguistic backgrounds. Language barriers can lead to misunderstandings. To address this, consider offering language training for your team and using translation services when necessary. Personally, I have experienced challenges related to language barriers, especially when communicating with individuals whose primary language is not English. To address this, I have tried to use simple language, avoid idioms and jargon and speak slowly and clearly.

* Cultural differences: Cultural nuances can significantly impact how messages are received. What's acceptable in one culture might be offensive in another. It's essential to be culturally aware and sensitive to the cultural backgrounds of your audience to avoid misunderstandings and conflicts.

* Overcommunication: Ironically, overcommunication can be as detrimental as undercommunication. Bombarding people with excessive messages and information can lead to confusion and frustration. Aim to strike the right balance, ensuring the information you convey is relevant and timely.

* Technology overload: While technology has revolutionized communication, it can also be overwhelming. Notifications, emails and messages from various platforms can overload information. Implement strategies to manage and prioritize communication effectively, such as setting designated communication times or using task management tools.

* Lack of feedback: Feedback is crucial for improving communication. Without feedback, you may not be aware of any issues or areas for improvement. Encourage an open feedback culture within your organization, where employees feel comfortable sharing their thoughts and concerns.

The Impact Of Effective Communication

Now, let's explore the profound impact effective business communication can have on your entrepreneurial journey and your business' success.

* Increased productivity: When everyone is on the same page, tasks can be completed more efficiently and with fewer errors.

* Enhanced collaboration: Effective communication fosters teamwork, ensuring that employees work harmoniously towards common goals. Collaboration is essential for innovation and growth, whether within your team or in partnerships with other businesses.

* Improved decision making: When leaders and teams communicate effectively, they can assess situations accurately, identify opportunities and make strategic decisions that benefit the business.

* Customer satisfaction: Effective communication builds trust with your clients. They appreciate timely responses to their inquiries and concerns, making them more likely to remain loyal and recommend your services to others.

Clear and efficient communication drives company growth. Prioritize clarity, active listening and the appropriate communication channels. After all, in business, it's not just about what you know but how you communicate it.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

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Council Post: A Guide For Mastering The Art Of Business Communication

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One of the fundamental principles of effective business communication is clarity.

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In this YouTube video, the presenter provides very useful methods for communication as a manager. This expands on the topic of the role of communication in management discussed in Module 6

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COMMUNICATION SKILLS FOR MANAGERS | How To Be Clear, Concise and Effective

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This is a good set of examples for managers to utilize to help employees' productivity by setting goals

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Performance goals examples: how to set and achieve them

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Get actionable performance goals examples with templates to help employees stay focused and achieve results.

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During this semester, I also learned about Maslow's Hierarchy of Needs in my Intro to Psychology class. I think it's interesting how this class and my psychology class are sort of connected in this way. This guide explains how Maslow's Hierarchy can be applied to the workplace by managers to facilitate employee motivation

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Imagine a workplace where everyone did what you needed them to do, without the need for micro-management and prodding. Even better, picture employees doing these things because they genuinely want to, not because they have to!

Motivation is arguably the most critical lever managers and leaders have for creating high performance. By motivating your employees and fulfilling their needs, you will likely see them give you maximum contribution, often without you needing to cajole them continually.

Good leaders and managers understand that to create high performing individuals and teams they must attune to the human motivations of their people.

Maslow's hierarchy of needs is a go-to model that explains the psychology of human motivation. It will help you spend less time guessing what makes your people tick so that you can spend more time doing the things that motivate them.

What is Maslow's Hierarchy of Needs?

Back in 1943, in his paper "A Theory of Human Motivation", a humanist psychologist named Abraham Maslow proposed a theory that he called the Hierarchy of Needs. Maslow believed that humans all have needs that must be satisfied, from the most basic needs to the most complex.

According to Maslow, people will be consumed by their basic needs before moving on to other, more advanced needs. To understand this principle, imagine that you haven't eaten for three days; your dissatisfaction with this situation will likely provide you with great motivation to find food. At that moment, it is improbable that you'll be motivated to do an excellent job at work and get recognition for doing so.

Maslow supported this idea by saying that " A person who is lacking food, safety, love, and esteem would most probably hunger for food more strongly than for anything else ".

In short, not meeting a physiological need will often monopolise a person's thoughts, dwarfing any idea of fulfilling higher-level needs like esteem and recognition.

Once the core needs at a given level are satisfied, the next level in the hierarchy will emerge more strongly and become a driver of behaviours and thoughts. Maslow's theory highlighted the idea that a fulfilled need is no longer an active motivator; therefore, once a person has satisfied the requirement, they will seek to meet a higher need.

For example, many people will be motivated by an increase in their salary, until they get that salary! Once the person has met that money need, it is less likely to be a constant motivator. In fact, you may now be motivated toward a higher salary or a different goal altogether.

Leadership pushed to the limit

The skills our apprentices learn on a Leadership & Management course can prepare them for almost anything.

Listen to our ILM Level 5 delegate Jamie Davies, talk to us about flexing his leadership muscles in the Jordanian desert, during his time as a recruit on SAS: Who Dares Wins.

The 5 Levels Pyramid, from Basic to Ultimate Needs

Maslow presented us with the five human basic needs:

Maslow's model presents the hierarchy of needs in a pyramid, here's our adapted version:

The basic needs (Level 1-2)

Level 1: Physiological needs

Our basic physiological needs (aka physiological drives) ensure our survival. Some examples of physiological needs include:

Food

Water

Shelter

Warmth

Sleep and rest

Homeostasis (this is the body's natural mechanism for maintaining a stable, constant environment)

These physiological needs are the most basic in Maslow's hierarchy and provide people with a sense of security that they'll survive another day. Once met, we move on to more advanced needs.

What can managers do to motivate employees with physiological needs?

Managers can:

Provide adequate food and water for employees or make sure that they know what they need to bring to work. The more you can provide, the better.

Ensure that the workplace is well heated or cooled to maintain the correct temperature and comfort levels

If your business requires work outdoors, be sure to give your staff clothing to suit all weather conditions.

Keep company cafeterias, kitchens, and vending machines stocked with a variety of healthy foods.

Adequately maintain workspaces, especially where workers spend any length of time, such as desks and production lines. Ensure good air quality, complete DSE assessments and act to improve these spaces.

Level 2: Safety needs

Once a person's physiological needs are satisfied, the safety needs at level two of the hierarchy come into play. The safety needs are focused on ensuring we do not put ourselves in harm's way and fulfil an innate desire for control and predictability in our lives. These safety needs include:

Protection from the elements and danger (e.g., shelter, clothing, PPE)

Peace of mind and freedom from fear

Job security and/or a means of income

Legal protection

Financial safety (having a steady income to provide for oneself)

Security against accident, sickness and injury both at work and at home

The most common needs people experience at this level include feeling safe within one's own house or workspace, knowing their family is protected when they're away from them, and financial security by having enough funds to afford basic necessities such as food and water. Once these needs are met, individuals will move onto more complex needs.

What can managers do to motivate employees with safety needs?

Managers can:

Provide a safe, secure work environment with clear guidelines and responsibilities and ensure that workplace security is appropriate.

Ensure that employees know they can be there for their families without fear of judgement or adverse outcomes; this may include family-friendly policies like time off for emergencies, birthdays, flexible working hours and more.

Managers should use strategies such as implementing new policies regarding safety and well being, harassment, bullying and equal pay.

Consider providing health insurance as part of employee packages.

Ensure that all employees go through health and safety training courses and are empowered to proactively speak up when things aren't as they should be.

Ensure that they're not overworking their staff, providing them with a great living wage so they can provide for themselves and their families.

Ensuring staff are paid on time so that they can manage their finances effectively.

The psychological needs (Level 3-4)

Level 3: Social needs

When we have fulfilled our safety needs, we quickly become aware of a need to satisfy our social needs, including feeling close to others, interpersonal relationships, and belongingness. We often refer to this level as being about love and belonging. Specific social needs include:

A need for friendship: our social psychology drives our desire to have close friends and people we can rely on

A need to feel loved and accepted

A sense of belonging: this is one of our most important psychological needs, which we can fulfil by being part of groups and clubs or having friendships with people who share similar interests.

A sense of love or affection: This refers to the feeling of being loved or cherished by other people.

A need for family connection: A feeling that one belongs in a family unit is often significant and closely linked to a sense of love.

A need to be liked: Most people know this one; more often than not, a person desires to be liked and to be looked upon in a positive light

Isolation, anxiety, and depression are all undesirable states for a person, and this is where social needs are so important. When these needs are denied, it can be easy for a person to experience a deterioration in their psychological well being.

What can managers do to motivate employees with social needs?

Managers can:

Plan and organise activities that involve employees at work or outside the office. Exercises can be as simple as a lunch out with co-workers, going for coffee together after work and lunchtime walk and talks.

Hold team-building exercises in or out of work, where individuals are encouraged to bond during social activities such as outings and games.

Involve your employees' family in work do's and try to build a community around the business.

Have a company newsletter that shares information and helps to build a sense of community; a newsletter is an easy way to disseminate motivational information, even across multiple sites, and provide a sense of direction for staff.

As leaders, we rarely speak of love in business, and I think we're getting it wrong! Maslow said that:

" We must understand love; we must be able to teach it, to create it, to predict it, or else the world is lost to hostility and to suspicion. " Abraham Maslow

There's a great book on leadership and love by Steve Farber. In his book "love is just damn good business", he tells us that if we can make love an integral part of business culture, employees and customers start to feel genuinely valued. It seems he agrees with Maslow; by attending to the need for love, you can foster employees that are more loyal, innovative, creative, and inspired, and that translates to a great customer experience.

Level 4: Esteem needs

When we have fulfilled our social needs, we find ourselves seeking esteem needs fulfilment. A need for self-esteem refers to a person's sense of self-worth and typically aligns with a person's ability to live up to their expectations or standards in some regard.

Esteem needs include:

A feeling of competence or mastery over one's environment (e.g., a work project, a sporting achievement)

A need for self-esteem: A person's sense of self-worth is typically the result of one's ability to live up to their own expectations or standards in some regard

Recognition at work, at home or within society in general

The desire to be necessary or significant among other people, such as by being considered an expert

The need for autonomy and independence, meaning a desire to act as oneself without being told how to behave

What can managers do to motivate employees with esteem needs?

Managers can:

Provide a challenging job with opportunities for advancement that match the employee's skills and abilities.

Give employees responsibility for projects or tasks which build up their experience, skill base, and self-confidence.

Don't put employees in situations beyond their capabilities; the manager's job is to build people up and support them by moving at the right pace for them.

These strategies are great ways to help deal with insecurities by providing an environment where people can feel competent while feeling they live up to your expectations and their own.

The self-fulfilment needs (Level 5)

Level 5: Self-actualisation needs

Once the four levels of the Maslow hierarchy are fulfilled and esteem needs checked off, one can ascend to the pinnacle of Maslow's motivation pyramid where self-actualisation needs live.

Self actualisation is the desire in human nature to fulfil our potential. Abraham Maslow defined it as "...the desire for self-fulfilment and to become more and more of what one is and everything that one is capable of becoming".

Self-fulfilment is the desire to achieve personal growth needs and reach one's full potential. Self-actualisation needs include:

A need to be appreciated and recognised, meaning the desire for others to notice your accomplishments

The need for creativity, which refers to improving skills and thinking of new ideas or solutions.

A need for personal growth, which is the drive to learn more about yourself either by trying out something you never tried before or learning a skill that can improve your self-esteem.

Self actualisation needs also include becoming aware of one's faults to work on them and become better. Managers can help by developing people to become more self-aware and accepting of their weaknesses.

Self awareness of this nature appears in all good learning and development programmes, especially leadership and management courses. Only when a person is aware of their strengths and weaknesses can they work on self-development.

Self-actualisation needs are typically only achieved by a minority of people, often because some skills are hard to come by. Typically, it is difficult for a person to become self-actualised if all other needs are not satisfied, at least partially.

What can managers do to motivate employees with self-actualisation needs?

Managers can:

Offer opportunities for professional growth.

Provide access to self-help books, articles and videos on topics relevant to the employees' interests. You may consider a learning management system with a library of self-help content.

Allow time off from work so they may attend classes or workshops required for their job.

Strive to understand a person's higher-level goals and give feedback on how well they are advancing toward self-actualisation (provide guidance when necessary but try to coach rather than tell)

Help with difficult decisions by providing a sounding board where the individual can air their thoughts without judgment before making any final decision about what they should do next.

Maslow himself provided an important lesson when he said, " ...the person's intellectual integrity must be preserved...he cannot feel like his boss has taken control of him. " (Maslow)

Why should managers care about human needs?

If you are a manager or leader of people, Maslow's theory will help you understand your employees' needs and provide you with a framework to motivate them toward positive discretionary behaviour (that's doing positive things because they want to, not because they have to).

Maslow's hierarchy illustrates an individual's inherent desire to be "self-actualised", which is when he or she can use his or her talents and capacities to the fullest. Your aim as a manager or leader should be to fulfil all the needs of your people, as this is the secret sauce for motivation and high performance.
Key Point: Maslow explained that it isn't essential to satisfy all needs at a given level before other higher-level needs emerge. You'd probably agree that it's near impossible to fulfil all needs all of the time. Maslow advises that the multitude of a person's human needs are most often being met, in part, all at the same time. Lower needs are generally the ones that people have satisfied most. To help employees satisfy esteem and self-actualisation needs, leaders and managers should endeavour to fulfil the most pressing needs at each level.
People are motivated by a desire to achieve or maintain the conditions that support the five needs. For example, a person will go to great lengths to ensure they have water (or if you're like me, coffee :-)), as without it, the physiological need will go unfulfilled. In this particular example, the result of withholding water will have serious consequences (not advised) and will undoubtedly hamper any ascension toward self-actualisation.

If you want to motivate your team, understanding the hierarchy of needs can give you a structured framework that'll help you do so. A top tip for managers trying to create certain behaviours is that an act has more than one motivation. So focussing on just one need as a lever isn't your best strategy.

Growth needs versus deficiency needs

Maslow believed that deficiency needs (the first four levels), which provide the foundation of his hierarchy, play a significant role in motivating behaviours in human beings.

Physiological, safety, social, and esteem needs all arise from deficiency. That is to say, satisfying these lower-level needs is essential if we are to avoid unpleasant feelings or consequences.

In contrast, Maslow's highest level needs are called growth desires. These emerge from a desire to grow and are not due to a deficiency or lack of something.

If we fail to fulfil deficiency needs, at least partially, then the likelihood of becoming self-actualised is pretty slim; this is why managers should work through the hierarchy of needs, ensuring there are few unfulfilled needs as possible.

Hierarchy caveats

Maslow's hierarchy of needs certainly has its critics. Here are some of the points of contention that are prevalent in critiques of the theory:

" Human needs don't follow a strict hierarchy "

While some studies have shown evidence of hierarchical needs, most research has not substantiated it.

Wahba and Bridwell, in their 'Maslow reconsidered' paper ( https://www.sciencedirect.com/science/article/abs/pii/0030507376900386), reviewed the swathe of studies testing Maslow's theories. Their work culminated in them reporting a lack of evidence to support the ranking of needs and the existence of a hierarchy.

While Maslow's hierarchy is generally portrayed as following a rigid order, Abraham himself indicated that the 'average order' does not always follow. He said that " ...it has been observed that an individual may permanently lose the higher wants in the hierarchy under special conditions ".

Maslow explained that we should not see individual needs as sole determinants of specific behaviours; we should examine many behaviours as being motivated, in part, by each of the five needs, with some or all affecting the motivation in some way.

You can find an example in the act of eating, invariably driven by multiple human needs and motivations. In this example, eating may come from the physiological need to fill your stomach. Simultaneously, the act may be motivated by a need to make things feel better or more comfortable. Also, the meal may be eaten with friends meeting the need for social connection. I know that the odd doughnut passes my lips with the multi-faceted needs of hunger and comfort eating after a bad day at the office! If I can do that with friends then all the better.

Motivation theories aren't synonymous with behaviour theory

When considering how to affect changes in behaviour, we can't focus narrowly on just motivation theory; to do so would ignore biological, cultural and situational determinants. As a manager, you need to consider each person and situation individually, considering both basic needs and broader personal preferences.

Conclusion

Abraham Maslow has given a great tool to ground our management of people according to their innate human needs.

Leaders and managers can use the hierarchy of needs in strategic and operational planning to create a positive work environment and increase employee motivation.

But, Maslow's hierarchy of needs isn't the only motivation theory in town; other psychologists and practitioners have served up their own motivation theories, they include:

Herzberg's two-factor theory - stated that two factors determine job satisfaction; intrinsic factors (the nature of the work itself) and extrinsic factors (pay, status, working conditions).

Vroom's Expectancy theory - suggests that behaviours result from conscious choices made to minimise pain or maximise pleasure. The more confident someone is in the outcome, the higher the motivation is likely to be.

Robert House's Path-Goal theory - tells us the primary role of a leader and manager is to motivate people. They do this by clarifying goals and providing a path to achieving them. They must also make clear to employees the rewards for achieving said goals.

Adams' Equity theory - explains that people want to balance what they are getting with what they feel others are getting. For example, if you have a higher salary than someone else and the other person is doing more work, the other person will feel less motivated.

Need to develop your Leadership and Management skills?

Here are just some of courses we offer at TSW:

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Maslow's Hierarchy of Needs: An In-Depth Guide for Leaders and Managers

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Imagine a workplace where everyone did what you needed them to do, without the need for micro-management and prodding. Even better, picture employees doing these things because they genuinely want to, not because they have to! Motivation is arguably the most critical lever managers and leaders have for creating high performance.

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This video delves into different leadership styles as discussed in Module 7. It touches on the pros, cons, and in what situations/when these styles can be utilized

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Leadership Styles Explained (Kurt Lewin)

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Module 7 discusses the importance of emotional intelligence, especially in emotional leadership. I personally feel that emotional intelligence is an important trait to have, not just in business, but in everyday life. This article explains the importance of emotional intelligence in leadership

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This article explains the purpose of control in management. It also talks about why it is necessary, the function of it, and the different types of control

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One of a manager's most important functions is to direct and control the actions of employees. Control management is critical to making sure processes and systems are running effectively within your organization.

Tightly controlled management processes don't happen by accident, and they're never complete - they are always ongoing. As NASA heartbreakingly realized in 1986 with the explosion of the space shuttle Challenger, all processes, major and minor, come together to create the whole.

With the Challenger disaster, a seemingly straightforward decision-making process in O-ring manufacture went awry. As your business grows and day-to-day organization becomes more complex, processes (or a lack of them) can result in corporate catastrophe.

Once your company commits to control management, perfected pieces of the organizational puzzle come together to form one highly effective, optimized whole.

So what steps are needed to master control management?
In this control management guide you will discover,
What is the controlling function of management?

To comprehend the concept in a business context, it is important to distinguish 'control' from 'management'. You can do this by remembering the following:

Manage something = to do something
Controlling something = monitor something

Also referred to as ' change management,' control management sets standards, measures performance and takes corrective action.

Control management is dynamic - it responds to change and keeps company goals front and center. It is continuous, action-centered, and end-to-end, with effectiveness and efficiency its primary purpose.

A control management system is working if it:

Assists in achieving organizational goals.

Minimizes errors.

Utilizes and distributes resources effectively.

Evaluates the accuracy of standards.

Instils discipline and order.

Motivates employees and boosts morale.

Ensures future planning by revising standards.

Improves overall organizational performance.

The process of control management.

Here is a summary of the five steps of control management:

1. Performance standards are established.

2. Actual performance is compared with planned performance.

3. The difference between the two is measured.

4. Causes contributing to the difference are identified.

5. Corrective action is taken to eliminate or minimize the difference.

Planned performance may already have been set out by senior management, but this process, shared throughout all levels of the company, can set appropriate goals and expectations for everyone.

What is the importance of controlling in management?

If all your employees always did what was best for the organization, control-and possibly even management altogether-would not be needed. But the reality is, your people are sometimes unable or unwilling to act in your organization's best interests. So you need to implement a set of controls to help steer your people away from undesirable actions and toward the desirable.

Control management is a process as it helps your business to check errors and put the right corrections in place and keeps your project management on track. With control management in place, your company increases its chances of achieving its goals.

A successful control management control system stimulates action by spotting significant variations from the original plan and highlights them so they can be set right.

Types of control management.

Feedback control - also known as post-action control, this is the most reactive type of control management. Managers gather information about an activity or task and calculate how it fell short or met expected standards. They can then work to enhance future performance through lessons learned.

Concurrent control - real-time, dynamic engagement in a task while it is occurring. Managers can prevent things getting worse before the activity is completed.

Feedforward control - future-directed controls that are very proactive and anticipate problems by taking corrective action well in advance.

Behavioral control - evaluating employees' output and decision-making and using a reward system to encourage performance. Works best across multiple business departments.

Financial control - forecasting future performance by comparing profitability, sales, or assets with real budgets.

Nonfinancial control - using factors other than financial performance to measure success: for example, customer satisfaction or employee loyalty.

Is control management just a fad?

Control management is not a new phenomenon. In the 1920s, Henri Fayol developed a general theory of business administration often called Fayolism. He's widely acknowledged as a founder of the modern management method, and his principles are still popular today. The military adopted his practices and stand by them even now. Fayol proposed that there were five primary functions of management:

Of this last point, he wrote: 'Control of an undertaking consists of seeing that everything is being carried out in accordance with the plan which has been adopted, the orders which have been given, and the principles which have been laid down. Its objective is to point out mistakes in order that they may be rectified and prevented from recurring.'

And these control management, or change management, principles are available for your company's benefit too.

Fayol's control function is still relevant in the sense that a manager like yourself must receive feedback about a process to make necessary adjustments and analyze the deviations. These days, aspects of management may be carried out using online platforms, but the principles and objectives remain the same. As Fayol identified, the key elements of a control process are as follows:

A characteristic to be tested (such as products sold, or standards reached).

Sensors (a way of measuring or testing the characteristic, such as software or visual checking).

Comparative standards (deviations are expected, but how much should be tolerated?).

Activator (a response to the comparative information - corrective action is undertaken to regain control).

It's never too late to enact change.

If you want to introduce control management to your company but feel daunted at the prospect, you're not alone. Some organizational systems are huge and complex, so how can you be expected to monitor all of them? In short, it's impossible. But don't despair. It is sufficient and commonplace for a business to identify and monitor only the key conditions or characteristics of output.

Once you identify a condition or a manageable number of conditions you want to control, you must integrate the communications and data-collecting sensors that gather and pass information from the system to management. This information should be collected and interpreted promptly and accurately, then be benchmarked against predetermined organizational or competitive standards.

After you've collected your data and compared it against the initial standards, you're ready to work on a strategy for implementing changes to your company's processes. The idea is that as you work on smoothing out each component of your process, all components come together to form a beautifully oiled machine.

What investment does control management require?

What do you need to be aware of when implementing control management? It takes a commitment of time and investment on the part of management.

1. A lack of resources can inhibit a company's ability to manage control. You need to factor in staff training, statistical software, and measurement systems to prevent inaccuracies.

2. The time lag in information flow can misdirect management to problems at the wrong time in the sequence. Timely discovery and reporting are paramount.

3. There is always the risk of human error, so it is important to have reliable software in place that can make errors obvious. Execution and promotion of control management must come from the top, because despite their best intentions, people do not always understand what is expected of them, nor how they can best perform their jobs - they may lack some requisite ability, training, or information.

Take advantage of proven control techniques.

The control function of management can determine organizational success. All companies serious about their processes need to consider implementing control management. Fayol set the standard for managerial practices being key to predictability and efficiency in organizations, and these standards have stood the test of time. A change management plan can provide the direction for managing your change control process, and documents the associated roles and responsibilities in affecting control management. Ask yourself: is it time for your company to build control into its management systems?

Benchmarking is critical for control management-there is no point setting vague goals such as 'improve efficiency' or 'have fewer meetings'. Formalizing targets means they are visible, can be shared with employees, and shortcomings can be identified, and progress measured. Employee buy-in is critical and avoids resistance from employees who may, at first, resent the appearance of extra controls in their working lives.

Implementing a new software solution is essentially an exercise in control management. Fortunately, there are ample resources available to help guide your organization to a successful adoption.

Of course, choosing the right solution is the first step. At many agile and progressive organizations, Adobe Workfront is a proven leader at delivering results when it comes to improving efficiency, reducing chaos, and helping organizations to run more smoothly and with better focus

With the right control management solution, your organization stands a much better chance of success.

Advantages and disadvantages of control management.
Advantages.

Undeviating paths to organizational goals.

Target-based, easily quantifiable.

Efficient use of resources.

Employees are better motivated with clear tasks set.

Order, discipline, and coordination.

Disadvantages.

Difficulty in setting qualitative compared with quantitative standards.

External factors will always come into play, sometimes negating internal controls set up by managers: competition, government policies, technology changes and so on.

Possible resistance or refusal from employees - or even elevated staff turnover.

Can be costly to implement, especially in smaller firms.

Frequently asked questions about control management.
How can using control management techniques improve employee motivation?
In control management, employees know in advance what is expected of them, and the standards of performance on which they will be appraised. This helps in motivating and increasing their potential and performance.
Which is the final step in the control process?
The final step in control management is taking corrective action to minimize the divergence between planned output and actual output. Having monitored the gap and found potential causes, you can work to correct the difference and get back on track.
Is control management more important than planning?
Arguably both control management and planning are equally important in business process. While control keeps the project on the tracks, as it were, planning is how you get the project on the tracks to begin with. The two should be treated equally and given the same importance.
Will over-controlling demotivate or irritate staff?
Sharing goals and expected standards with all employees will help avoid this pitfall. Managers will need to exhibit good leadership, communication skills and positive motivation. Efficient employees will be motivated when they see how they are meeting expected standards.

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Control Management: What it is + Why It's Essential | Adobe Workfront

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One of a manager's most important functions is to direct and control the actions of employees. Control management is critical to making sure processes and systems are running effectively within your organization. Tightly controlled management processes don't happen by accident, and they're never complete - they are always ongoing.

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This video explains the steps that are involved when a manager must audit a project. Audits are important to ensure that a project is moving along smoothly towards its ultimate goal

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Project Management Audit Tips: How To Audit A Project

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Here is another article by LinkedIn. This one outlines what productivity management is all about. It has good insight on the impact that management has on productivity

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What Is Productivity Management and Why Is It Important

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Being successful in business generally requires you and your team to remain productive and use time, money, and talent efficiently. And it is especially important as we adjust to new ways of living and working.