MOTIVATION - THATS MASLOW, ISNT IT

The method of the ethnographic experiment is explained and applied to the task of developing an understanding of how certain 'standard manag ement education content' is made use of by course members and manageme nt teachers. The research focuses on students' reactions to their earl ier study of motivation theories and on how they react to challenges p ut to them about their uncritical reception of material they now begin to see as lacking. Course members' own theorizing about their experie nce of management learning in the business school context is central t o the analysis, but broader implications of the research are brought o ut by the author who suggests that the problems shown to exist may rel ate to ones of surface and deep learning in higher education more gene rally. An anthropological explanation of the problem is also offered, this focusing on the symbolic and comforting role of material like Mas low's hierarchy of needs in management teaching and learning. In concl usion, it is argued that to accept such a role for social science thin king is to neglect its potential. Fulfilling that potential is a consi derable challenge but a key one for management education.