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Motivation Techniques

Motivation Techniques (ebook)

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Seria kieszonkowych poradników językowo-biznesowych pomoże Ci poszerzyć słownictwo i wiedzę w różnych dziedzinach. Książeczki zawierają tematycznie zgromadzone pojęcia i zagadnienia, a także ich tłumaczenia. Bądź specjalistą w swojej dziedzinie, również w kręgach obcojęzycznych!
  • MOTIVATION TECHNIQUES
    • Dear Readers,
  • What Is Motivation and Where Does It Come From?
    • Humanist psychologist Abraham Maslow believed that motivation appears in order to prompt action and thus fulfill certain needs. Maslows model of a hierarchy of needs suggests that people are motivated to assure the basic needs before they move on to other, more superior needs. This concept was first introduced in 1943.
    • This hierarchy is most often displayed as a pyramid. The lowermost levels of the pyramid are made up of the most basic needs, while the more complex needs are located higher up. In general, people move on to the next level only once the lower-level needs have been fulfilled.
    • At the bottom of the pyramid are the basic physical requirements (including food, water, warmth, sleep etc.) At the next level are the needs for safety and security.
    • As we progress up, the needs become increasingly psychological and social (belonging, friendship, and intimacy). Further up, the needs for personal esteem and accomplishment take priority.
    • Physiological, safety, social and esteem needs arise due to deprivation; they are also called deficiency needs. Satisfying these is important to avoid unpleasant feelings or consequences, but does not, however, bring lasting contentment. At the highest-level of the pyramid, so-called growth needs are located. These stem from a desire to grow as a person and achieve ones individual potential.
  • What Does It Have to Do with Work?
  • The Power of Feedback
  • The Rules of Giving Feedback
  • A Few Ways to Give Effective Feedback
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  • Management Styles and Motivation
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    • 6
    • Exercise 1:
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    • 5
  • The Dillema: How to Lead?
    • Exercise 2:
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    • 4

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