All human beings are rational and spiritual, with the ability to analyse and learn.

Anyone who has studied management knows that every refinement in the history of the development of management thought has been based on new assumptions about human nature. Because the object of management is people, and the subject of management is also people, the understanding of management is necessarily based on the perception of people. Each assumption of human nature corresponds to a corresponding management model.

For example, at the beginning of management science, the mainstream assumption of human nature was the "economic man assumption", which treated human beings as "economic animals" and believed that all human behavior was for the maximum satisfaction of their self-interest and that the purpose of work was only to obtain financial rewards.

Based on this perception, Taylor carried out research on the standardization of movements and invented the piece-rate system, which precisely decomposed, optimized, and standardized labor labour movements to improve labor efficiency and maximize individual enthusiasm for work with economic benefits. The main characteristic of the management model at the time was to treat people as machines.

Later, Mayo discovered through the Hawthorne experiment that economic benefits were not the only need of human beings, but that they had "social needs". This led to the "social person hypothesis", which argued that human relationships and a sense of belonging to an organization were more motivating than financial rewards. The "social person" is not only motivated by the need for income, but also needs friendship, security, respect, and belonging in his life and work.

Based on this, Maslow proposed the "Hierarchy of Needs" and further proposed the "Self-fulfilling Man Hypothesis". It is believed that people's needs are multi-layered and that they have the need to use and develop their talents to the greatest extent possible, hoping to have the opportunity to develop and mature themselves, and that "self-actualization" is the greatest motivation for work.

The first three assumptions of human nature form the basis of the entire management edifice. In addition, the "complex human hypothesis", the "limited rationality hypothesis" and the "cultural human hypothesis" have all had a certain influence on the development and enrichment of management science, and have also provided certain guidance for the subsequent management practice. They have also provided some guidance for the subsequent management practice and have accordingly promoted the change of management models.

The three characteristics of human beings, which I believe are the basic motivations, are the desire to avoid harm, the pursuit of independence, and the desire to reflect their values. After the synthesis is that people will weigh the pros and cons in the pursuit of independence and autonomy to embody their values.

(i) To avoid harm and benefit: This includes both benefit and harm avoidance, so people will weigh up the pros and cons of their choices. There is no significant difference in the extent to which this characteristic is expressed by different people or at different stages of the same person's life.

(2) The pursuit of independence and autonomy: people always want to have complete sovereignty over themselves and their property (in the broad sense), and everyone does not want to be forced by others or to act against their will.

(iii) The pursuit of embodied self-worth: Self-worth can be summarised as the meaning of one's existence as an individual for oneself and others (both individuals and groups). A person's sense of whether or not his or her value is reflected is expressed as a unified sense of existence, participation, responsibility, and achievement. Any kind of subjective feeling affects a person's perception of the extent to which his or her value is realized.

（The two motives (b) and (c) are stronger in people who are more educated, more capable, more independent in their thinking and personality, and more modern in their way of thinking; but at the same time, these people also tend to respect these two motives in others more.

In addition to these three basic motivations, the author believes that there are other characteristics of people that are also micro-foundations for the evolution of organizational forms and management models. In order to facilitate the future elaboration of the author's understanding of the change in management models or organizational forms, I will concentrate here on explaining the characteristics of people that can be considered as having an impact on management activities.

(i) A tendency to defer to the stronger person: In general, a person who perceives someone to be superior in a particular area will accept the leadership of the stronger person in matters relating to that area. The greater the gap in ability, the stronger this willingness to obey.

(ii) The tendency to direct and control the weaker person: corresponding to the previous point, a person who perceives someone to be significantly weaker in a certain area will have the urge to influence and control the weaker person in that area of activity. The greater the ability gap, the stronger this tendency to direct and control.

The two so-called competence gaps mentioned above are difficult to quantify objectively but are based on the subjective judgment of the person concerned.

(iii) It has initiative: people are generally motivated to get things they want, even if there is no other incentive to do so, while they are less motivated to engage in activities in which they cannot take the initiative.

(iv) Integrity: each person is a complete whole, with various needs and identities. A person must be both a physical and a spiritual person; a member of an organisation may also be a member of a family, and may be an employee, a father, a son, a brother, etc.; a person may also have various needs, material, spiritual, physical and psychological, at the same time. Anyone needs to recognize the integrity of others.

(v) Having a finite nature: every person is not omnipotent and has a limited capacity, energy, knowledge, rationality, and imagination. The less cognitively capable and backward thinking a person is, the less likely he or she is to recognize his or her limitations.

(vi) Belief in one's own perception: Although all people are limited (and human perception is no exception), everyone has an obsession with what they believe to be right, and the more they believe to be right, the more determined they will be to stick to it. The more learned and progressive a person is, the more he or she can recognize the limitations of his or her perceptions and instead is less fixated on the correctness of his or her perceptions.

The above motivations and characteristics are common to all of us, but the degree to which they are expressed varies according to personal characteristics such as experience, education, cognitive ability, ability to create value, thinking style, independence of thought and personality, etc. The combination of characteristics that stand out in a person will also vary at different times, in different situations, and different circumstances.

In addition, the human being has the unique advantage of being able to think and evolve rapidly at the level of consciousness! This is because people are rational and spiritual, analytical, and capable of learning. The human mind, and even mental models, ways of thinking, ideologies, etc., evolve rapidly as one perceives the objective world and through active communication and interaction. This advantage is something that human physiology cannot do, and even more so, it is something that no other species possesses. However, it is the basis for human progress and a major driving force and constraint on the gradual advancement of human knowledge, technology, material resources, forms of organization, applicable modes of management, etc. This advantage can be summarised as follows: human consciousness is strongly evolutionary. The development of a person's consciousness from early childhood to maturity demonstrates the dominant consciousness at all stages of human history.

The three basic motivations and six main characteristics, as well as a unique advantage, seem so ordinary and commonplace but are the basic elements that need to be taken into account in a person's management activities. The degree to which each of these elements is expressed in a person determines the kind of management that is effective for that person. It can even be said that the effectiveness of management activities depends on whether the "3+6+1" that exists in each person is met.