Principles of Management 10 December 20171. Needs are the requirements that ensure survival and a person’s well being. When a person cannot meet these these needs they find the desire to resolve the tension that can motivate these certain people. Once a person accomplishes this need he or she is satisfied and does not get anymore motivation from it. They then find other things to get motivated by like other needs. The textbook states that there are two general types of needs, lower order needs and higher order needs. The idea is that higher order needs will not drive a person until the lower order needs are fixed or satisfied. 2. Intrinsic rewards are those of personal rewards such as professional growth, the sense of pleasure and accomplishment, and personal achievement. Extrinsic motivation is one that is tangible and can and is usually offered by the manager. For example money or some sort of prize in order to garner motivation to fulfill the objective. Both types of motivation can be very effective in the goal of adding to the amount of work that is done by your workers but the more important one depends on the type of objective. For example in the airline industry, a raffle was offered in which the workers would have to take no sick days in order to win a car. The number of people not taking days off increased dramatically. On the other hand, Intrinsic rewards allows those to stay in the job they are in and garner the continuing effort to get their work done.3. Management is the organization and coordination of the doings of a business so that it can achieve defined and desired objectives. Leadership is the of a company’s way to set and finish aspiring goals, take fast and crucial action, beat out the competition and motivate its workers to perform well for the company. Managers earn or are give a position, from which their peers do what their boss tell them to do.. Management style is transactional, the manager orders the lower workers or subordinates what to do, and the worker does this because they are given a reward for doing so also known as a salary, not because they are a blind subordinate. Leaders do  not subordinates tell their peers what to do based off their title.  Many company leaders do have subordinates, because they are also managers. When they want to lead, they have to give up control of the authoritative company manager style, because to lead is to have followers, which is only a voluntary activity.4. Honesty can be defined as being truthful and front with others and is a important part of leadership. If leaders aren’t honest, leaders can’t be trusted. With a honest leader, workers/peers are able to overlook other problems with that leader. A quote from the textbook shows this by saying: “I don’t like a lot of the things he does,but he’s basically honest. He’s a genuine article and you’ll forgive a lot of things because of that. That goes a long way in how much I trust him.” Integrity can be defined as “the extent to which leaders do what they said they would do.” Leaders may be honest and try to do well with their subordinates, but if they cannot deliver a consistent basis what they promise to their coworkers, they cannot be trusted by those employees5. Non verbal communication can be defined as any communication that doesn’t use verbal words to communicate. Nonverbal communication can very often go hand and hand with verbal communication and may either  and improve the verbal message or make it worse. Researchers have estimated that “as much as 93 percent of any message is transmitted non verbally, with 55 percent coming from body language and facial expressions (kinesics) and 38 percent coming from tone and pitch of voice (paralanguage).”. Most of the time nonverbal communication is not on purpose therefore it is considered to be a more accurate showing of what the person is really thinking. Managers try their best to hold back their non verbal communication so that it does not contradict what they are saying or ordering those to do.6. Managers need to realize that feedback from coworkers can be constructive or destructive to a company’s well being. Destructive feedback is when one brings up feedback that has no intention to improve anything or cause even more problems within the company. Some managers do not even realize that this is a possibility. Constructive feedback is aimed to make a improvement within the company. Its main goal is to correct deficiencies and any inefficiencies within the workplace. In order for constructive feedback to happen rather than destructive the advice must be concise and show a specific solution to a problem.7. Cybernetic gets its definition from the Greek word “kubernetes”, which can be defined as “steersman,” that is, one who steers or keeps on course.” The control process in companies is cybernetic because they use the feedback loop that shows the actual performance vs the standard performance set by the company. By using this process this enables the companies that use it to be able to keep the standards moving forward and on track so that the company can be successful. 8. Data mining can be defined as “a form of information processing, which discovers unknown patterns and relationships in data.” Data mining then gets all this raw data from the company and forms it into usable information to help the company thrive. There are two different types or ways of data mining: supervised and unsupervised. Supervised data mining looks for specific data that the manager specified. Unsupervised data mining looks for unknown patterns within the companies that the company doesn’t specify completely.9. Information is a amount of information that is transferred by the company into more useful facts than just the individual info. Turning data into information is achieved by creating the information and transforming it to show you the information that you are looking for. In order to do this you need to have the knowledge on the subject. Knowledge is the skill and ability to transform that information into the useful information that needs to be obtained.10.  Productivity can be defined as a indicator of performance that shows how what input is needed to create a desired output. The idea is that the less amount input needed to achieve the goal the better making it more efficient. Cars are a good example of this. A car that gets 30 miles to the gallon is better than a car that gets 15 miles to the gallon