This concept, a take-off on Japanese management

and goes a long way toward motivating an individual to meet group goals.
The manager who blocks an employee's need to belong is one who develops intense competition between employees, does not keep employees equally informed on important matters, or may even isolate certain employees for privileged information. This manager also eliminates opportunities for group decision-making and attempts to keep employees isolated on important matters. This type of manager assumes the central role of total responsibility and credit and blocks any efforts to the group or gain a sense of achievement. On the other hand, the operation of the effective manager communicates in a manner that assists employees to meet their need to belong.
A manager can help-employees satisfy their egotistical needs by communicating their importance to the company
and recognizing them as individuals. Two out of three'
companies have formal recognition programs, and most personnel managers believe that recognition programs help keep and motivate employees. But it is often difficult to make formal programs effective at the individual level. Thus, the free trip to Hawaii gives a lot of recognition to one employee, but what about all the others? This is why.. each manager is so important at the individual level. 1\t that level he can give individual recognition by simply asking employees for' their ideas and listening to them. Such recognition makes an individual feel worthwhile and important to the company. For this reason, the concepts of participation and quality circles have become such popular concepts with American management. Let us take a quick look at quality circles.
This concept, a take-off on Japanese management