1. Theory of human nature hypothesis

2. Hierarchy of needs theory

3. China's theory about human nature and human needs.

First, the basis of management: human capital gives priority to investment "human capital" comes from the human capital theory founded by Schultz and Becker in the 1960s, which theoretically breaks through the traditional theory that capital is only material capital and divides capital into human capital and material capital. In this way, we can study economic theory and practice from a brand-new angle. According to this theory, material capital refers to the capital of existing material products, including factories, machinery, equipment, raw materials, land, currency and other valuable securities, while human capital is the capital embodied in people, that is, the value of producers' spending on general education and vocational training and the opportunity cost of receiving education are condensed on producers, showing all kinds of production knowledge, labor and management skills and health quality that people contain. However, management always needs someone to participate, managers can perform their management functions well, and employees can also complete their work well. Its premise and foundation is to cultivate excellent managers and employees, that is, to give priority to investing in human capital, which is also the premise and foundation of "scientific management" in 2 1 century. Human capital, like material capital, is not born, but acquired through investment. People who don't invest can only be natural people in the physiological sense, but can't be called human capital. Because he has no education, no knowledge and no corresponding labor skills, from the perspective of economics, he is just a waste and worthless. Only through a series of education and training can we have certain production knowledge and labor skills, which can be called human capital. However, people's expenditure on education, training and health promotion is the same as that on investing in material capital, both of which are aimed at reducing current consumption and increasing future knowledge and skills, so they are eager to gain greater economic benefits in the future. Therefore, investing in human capital is the same as investing in material capital, but the investment direction is different. In the economic society, no matter what kind of investment, its purpose is to get returns in a certain period of time. This makes it difficult to determine the investment subject. Due to the opportunity cost of human capital investment, pure economic units are generally reluctant to become the first investors in human capital investment. Therefore, the government should bear this responsibility. Priority investment in human capital is emphasized because priority investment in human capital can lay a human foundation for the whole economic activity, thus creating possibilities for improving labor productivity. Only in this way can a virtuous circle be realized: human capital investment → labor productivity improvement → cost reduction → output improvement → human capital investment → labor productivity improvement. After the country completes the first investment as the first investor, the economic unit can reinvest its internal personnel as the second investor, so as to obtain more generous returns than in the previous period. From the perspective of the whole society, whether it is the first investment or reinvestment, it is an investment in the whole society. In this way, social resources are saved and individuals benefit greatly. No wonder governments in developed countries and regions attach great importance to education investment. For example, in Japan 1985, education expenditure accounted for 18.7% of government expenditure, while in Hong Kong it was 18.7%, while in China it was only 8. 1%. This is an inspiration to China.

Second, the quality of excellent managers: Emotional Intelligence Peter Salovey, a psychologist at Yale University in the United States, created "emotional intelligence" in the early 1990s. This expression, referred to as emotional intelligence, basically means: 1. Know your emotions. Know how you feel now and to what extent. 2. Control your emotions properly. Be good at controlling emotions when you know them. 3, self-motivation, always motivate yourself to cheer up, optimism is not affected by other factors. 4. Recognize other people's emotions. That is to be able to observe each other's emotions and clearly understand the behaviors that may be made under the control of such emotions. 5. interpersonal relationship management. Establish good interpersonal relationships, value harmony and treat others sincerely. During 1995, Daniel Gorman, a professor of psychology at Harvard University, published the book EQ, which immediately caused a global sensation. The proposal of EQ is the basic requirement for excellent managers, and it is also one of the basic qualities that excellent managers should possess. In social life, people's behavior is largely dominated by people's emotions and emotions, and what kind of emotions and emotions often lead to what kind of behavior. Since management activity is a systematic behavior, it is bound to be influenced by emotions and feelings. To be an excellent manager, you must have a considerable degree of emotional intelligence. Emotional intelligence is a personality quality, a spiritual strength and a cultivation of people. Including restraint to suppress impulse and restraint to delay satisfaction. How to adjust one's emotions and prevent them from adversely affecting one's work; How to motivate yourself to bear all kinds of setbacks and grow up in adversity; How to be energetic and aggressive; How to think of others and establish good interpersonal relationships? Dale Carnegie, a famous American adult educator, believes that only 65,438+05% of a person's professional success is due to his professional skills, and the other 85% depends on interpersonal relationship and transaction skills. So his philosophy is how to be kind to others, how to cultivate people's self-confidence and how to communicate with people. Its core is to control emotions, be positive and establish good interpersonal relationships. Psychologists' research shows that whoever can control his emotions and overcome them will have extraordinary wisdom, and the acquisition of this wisdom is not innate, but to a large extent a quality and accomplishment acquired through cultivation. Therefore, the cultivation of EQ has been accepted by the educational circles in developed countries. They teach students decision-making ability, emotional management, stress management, compassion, communication skills, frankness, understanding, responsibility, courage to express, gregarious and conflict resolution in different ways.

Third, interpersonal communication: communication Modern management has gradually attached importance to information exchange within the organization, which will become one of the very important contents of management in the next 2/kloc-0 century. Within every organization, there is a complex interpersonal group composed of all kinds of people. If there is no normal exchange of ideas and information among superiors, subordinates and colleagues, the information chain of the organization will be interrupted, the relationship between people will be alienated and there will be no team spirit within the organization. It is hard to imagine that an organization with distracted people and mutual suspicion among personnel can be in an invincible position in the 2 1 century with competitive incentives. Therefore, analyzing how to establish good interpersonal relationships and how to communicate within the organization has become an important content of "scientific management" at present and in the future. Management is usually considered as a process of communication between subordinates. It requires managers to constantly look for what their subordinates need and explore their views on their work and the company, and then let subordinates know what activities the company is carrying out and let them participate in the decision-making process of the management. Emphasis on communication in management mainly includes two ways:

(1) Formal communication. Formal communication comes into being with the emergence of formal organizations. The so-called formal organization refers to the personal relationship between managers and employees due to authorization and responsibility distribution. Because of the existence of this relatively fixed organizational relationship, this kind of communication has a certain pattern and standardization, which is customarily called formal communication. It is divided into uplink, downlink and parallel communication: 1 and uplink communication. Upward communication means that subordinates report to their superiors in the form of reports or suggestions, so that superiors can understand and master their current thoughts and opinions, so that superiors can quickly take measures to solve or improve current problems. In addition, employees can tell their boss their thoughts directly and frankly, which can relieve them from nervous mood and pressure. 2. communicate downward. Downward communication is an organizational system, which is passed from superiors to subordinates, usually from supervisors to executives. This kind of communication enables employees to understand, identify and support the position of management, which is helpful for management's decision-making and control and reduces misinterpretation and misinformation. 3. Parallel communication. Parallel communication refers to communication between parallel classes, such as communication between top managers, communication between middle managers and communication between grassroots managers. This kind of communication mostly occurs between people with equal status between different command systems, which makes up for the shortcomings of other communication, reduces the power conflict between units, and enables close cooperation between units and employees to enhance friendship.

(2) Informal communication. Informal communication is a by-product of informal organizations. On the one hand, it meets the needs of employees, on the other hand, it makes up for the lack of formal communication. It is arbitrary and flexible, and there is no fixed mode and method. However, managers need to grasp the discretion in daily interpersonal activities, communicate in time, exchange ideas and reduce psychological barriers, which is a higher level requirement for managers.

Taylor's "scientific management" has many scientific viewpoints, but he ignores the importance of humanistic thought. Its research scope has never exceeded the technical process of labor operation, and it can only be an excellent workshop management theory at most. 2 1 century is the century of talents, and how to develop and utilize talents and manage people effectively is one of the main tasks of managers. People-oriented management is people-oriented. It starts with the highest form of production factors, grasps the most critical factors to promote the development of productive forces, and studies human management from "hard management" to "soft management" by using the knowledge of anthropology, psychology, interpersonal relationship and sociology, thus making management truly called "scientific management".