McGregor - but I have seen little to distinguish McGregor's work in the 1960s [McGregor, D. (1960). The human side of the business. New York, 21, 166.] from Maslow's early work in terms of what motivates human beings. McGregor's human needs framework incorporated basic physiological needs such as food and shelter and then safety needs, followed by social interaction, self-reliance, independence, status and praise/recognition, mirroring Maslow in all respects. McGregor believes that management is inherently afraid of workers achieving fulfillment in the areas of social needs and self-esteem because meeting those needs threatens organizations. McGregor states, on the contrary, that the achievement of these basic needs is not a threat but, rather, an advantage for the organization. If anything, knowing the type of worker managers are dealing with is what helps the organization, McGregor believes. If a worker belongs to the "Theory or the “Theory Y” type who is accountable, self-directed, and committed to achieving their goals, then the approach used to manage such workers can be adapted to benefit both the worker and the organization. Therein lies a point of distinction, but it is between the views of McGregor and Taylor. while Taylor's beliefs