Management Evaluation & Discussion of a Quotation

"Managers who believe that the psychological needs of their subordinates, rather than the objective requirements of the task determine what is to be done, destroy the integrity of the manager/subordinate relationship and with it respect for their authority."

Managers that acknowledge the existence of the psychological needs of their subordinates, yet ignore those needs are making a serious managerial error with such a decision. Managers who do not value their subordinates are not fit to be leaders or managers. Proper managers would know that one of their greatest assets in any work related task is the staff they manage. People are the most valuable resources within any company or organization. When those who are appointed to lead are not aware of this, their actions will follow suit, as will disaster quite likely. The subordinates that any manager supervises and leads have needs. Certainly they have physical needs such as hunger, thirst, a need to stretch or walk around after a long stint of working, a need to use the restroom, etc. Their needs are additionally psychological. Subordinates function best under certain conditions. When the needs of the subordinates, physical, psychological, and otherwise are met to the best ability of the management, and the subordinates are aware of such efforts, many positive outcomes at the work place can occur.

When the needs of subordinates are met to the best of the ability of the management, sincerely, the subordinates feel secure and supported. In this type of environment, the subordinates work at their best, or at least work at a much better level than they would have their needs not been acknowledged and met by...

It is impossible and unrealistic for managers to believe that they will be able to satisfy all of the needs all of the time of all of their subordinates. Some needs must be satisfied to demonstrate sincere effort on behalf of the management. Subordinates will work for only so long with the promise of rewards or needs met without hard, tangible evidence. Management should though attempt to meet as many of the needs of the subordinates within reason. When the workers are happy, they work well; they work smart; and they work hard.
When workers have very little concerns at the workplace, they are less likely to be distracted by problems or difficulties experienced because work is not meeting their needs, especially the psychological ones. Workers need to feel like they are supported, as if in the occurrence there is a problem, there is at least one person to whom people can turn for insight and guidance, rather than punishment and chiding. Workers work best when they feel appreciated and respected by their peers, subordinates, and superiors. Workers work well when they occasionally receive public acknowledgement for their efforts or proportional rewards to the rewards their efforts have brought the company. People at the very least wish their superiors to know that they exist and to acknowledge that existence in a positive or neutral (and not negative) way. These kinds of practices foster self-esteem and self-confidence within the worker and in turn provide confidence to the entire organization. Managers who cannot understand why such a strategy as fulfilling the psychological needs of the subordinates will learn the value of such a strategy the hard way.

Regardless of what the objective requirements are of…