The and stable income and security needs

The nature, frequency, style and person communicating to the team all contribute to establishing a sense of purpose. What, when, why and to whom are all important factors effecting the success of creating a shared sense of purpose.

In order to maintain a shared sense of purpose communications should be targeted to the people within the team you wish to reach. They should be clear and say the things that are needed. Physiological Needs – these are our biological needs such as oxygen, food, water etc., these are the strongest needs because without them we could not survive. Self actualization of Needs – this is the need to be and do what you were born to do instead of feeling restless and unsatisfied, you become what you were meant to be.

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It is where you realise what you want out of life and make it happen. With Maslow’s theory generally when a person is beginning their career they will be very concerned with physiological needs such as adequate wages and stable income and security needs such as benefits and a safe work environment. We all want a good salary to meet the needs of our family and we want to work in a stable environment.

Employees whose lowest level needs have not been met will make job decisions based on safety or stability concerns. Also, employees will revert to satisfying their lowest level needs when these needs are no longer met or are threatened (such as during an economic downturn). This places an extra obligation on managers to act humanely when difficult organizational decisions such as staff reductions have to be implemented. Once these basic needs are met, the employee will want his “belongingness” (or social) needs met. The level of social interaction an employee desires will vary based on whether the employee is an introvert or extrovert. The key point is that employees desire to work in an environment where they are accepted in the organization and have some interaction with others.

This means effective interpersonal relations are necessary. Managers can create an environment where staff co-operation is rewarded. This will encourage interpersonal effectiveness.


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