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Human Scale Development is basically community development and is "focused and based on the satisfaction of fundamental human needs, on the generation of growing levels of self-reliance, and on the construction of organic articulations of people with nature and technology, of global processes with local activity, of the personal with the social, of planning with autonomy and of civil society ...
The concept of intellectual need has been studied in education, as well as in social work, where an Oxford Bibliographies Online: Social Work entry on Human Need reviewed the literature as of 2008 on human need from a variety of disciplines. Also see the 2008 [7] and pending 2015 entries on Human Needs: Overview in the Encyclopedia of Social ...
Wants are often distinguished from needs. A need is something that is necessary for survival (such as food and shelter), whereas a want is simply something that a person would like to have. [1] Some economists have rejected this distinction and maintain that all of these are simply wants, with varying levels of importance.
“Human needs arrange themselves in hierarchies of pre-potency,” Maslow wrote in the 1943 paper “A Theory of Human Needs,” which first described the model. “That is to say, the appearance ...
Maslow’s hierarchy of needs is a conceptualisation of the needs (or goals) that motivate human behaviour, which was proposed by the American psychologist Abraham Maslow. [ 1 ] [ 2 ] According to Maslow’s original formulation, there are five sets of basic needs that are related to each other in a hierarchy of prepotency (or strength).
Second-wave feminists, influenced by de Beauvoir, believed that although biological differences between females and males were innate, the concepts of femininity and masculinity had been culturally constructed, with traits such as passivity and tenderness assigned to women and aggression and intelligence assigned to men.
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McClelland's research showed that 86% of the population are dominant in one, two, or all three of these three types of motivation. His subsequent research, published in the 1977 Harvard Business Review article "Power is the Great Motivator", found that those in top management positions had a high need for power and a low need for affiliation ...