Financehome But, paradoxically, not only have new fears been substituted fear of boredom and fear of the atomic bomb but a vacuum has been created for management to fill. That the fear of unemployment (and the derisory 'benefit' that went with it) has disappeared does not automatically spur workers into frenzies of better work, ambition, and involvement. New motivations must fill the vacuum motivations which take care of the new and challenging era that lies ahead. The three factors which have been discussed as an essential preliminary to what this chapter is trying to find out should be repeated. First: people want to work but whether they can be made (or even want to) work better remains to be examined. Second : there is a basic difference possibly an essential difference between wages as expressed in terms of cost and wages as expressed in terms of income. To highlight this difference may be to acknowledge, contrary to what many wishful thinkers may say, that managements and workers have not got identical goals. To describe this situation as being 'on different sides of the fence' and to suggest that the lack of identical goals means conflict, hostility, an 'unbridgeable gulf, and all the rest of it is emotional rubbish. But it does indicate that management has to rethink its relationship to those who are managed. Put another way : management's clear duty is to lower costs in the name of efficiency and development overall costs, that is to say, of which the wage content is a part. It is the workers' interest to get higher wages. These interests though different are not opposed, for if there is no business there is no work for anyone. One other point must be made, of a general kind. Everyone in the businesss enterprise is, or should be, a worker. In any case, as the introduction pointed out, a vast majority in business today are employees. Words are tricky things. The distinction in this chapter between managers and managed has to be made because the consideration is whether management can make people work better, but it is not intended to draw a picture of a cadre of able, devoted, hardworking men and women destined to manage millions of reluctant lazy workpeople. The manager as much as the managed is the victim of normal human imperfection. What then are the motivations upon which managements must base their managing if workers are to give of their best? There are many approaches to this fascinating problem, some of which are factual and some others philosophical. Given that a stable wages policy meets a worker's first motivation for work (remembering that he wants to work anyway), that of ensuring enough money to underwrite his independence and individuality outside working hours and to give an opportunity to improve his social position and status, the structure of the wage must be such that there is full awareness of the job to be done, its value to the enterprise, and the degree of responsibility attached to it above all to the capacities and talents of the man or woman carrying it out. homemoney to purchasehow