BACHELOR OF MANAGEMENT
BBGO4103
ORGANISATIONAL BEHAVIOR
NO. MATRIKULASI : 860319526400001
SEMESTER / TAHUN (YEAR) : SEPTEMBER / 2024
PROGRAM : BACHELOR OF MANAGEMENT
Sarawak Forestry Corporation (SFC) is a government agency established by the Sarawak
Government through the Sarawak Forestry Corporation Ordinance, 1995.
Its primary roles are to oversee Totally Protected Areas (TPAs) and to preserve the
Biodiversity of Sarawak. SFC has been tasked with safeguarding the wildlife of Sarawak,
especially the species that are totally protected and those that are protected. In this regard,
SFC operates under the National Parks and Nature Reserves Ordinance 1998 and the Wild
Life Protection Ordinance, 1998. After the restructuring of Sarawak Forestry Corporation and
Forest Department Sarawak announced by YAB Chief Minister of Sarawak on January 2,
2020, the roles of both organizations have been optimized for greater emphasis.
The establishment of fresh Third Party Administrators for SFC are as follows:
Supervision of Third-Party Administrators, such as national parks, wildlife
sanctuaries, and nature reserves.
Conservation, improvement, and rejuvenation of native plants and animals in
Sarawak, as well as restoration efforts in and out of designated conservation areas.
Initiatives aimed at conserving biodiversity in SFC are outlined as follows:
To enhance awareness of conservation and sustainability via educational programs,
interpretation, and training efforts.
Creation of enterprises and ventures aimed at conservation efforts.
Promoting and supervising eco-tourism focused on the environment and local
communities.
With SFCSB's administration for additional than 15 years, guided by a private sector
approach, the organization have achieved the following progressions:
A highly robust and all-encompassing infrastructure, technical, and scientific
framework.
A solid understanding of TPA management and biodiversity conservation is
necessary.
A management culture shifting from an old-fashioned approach to a more dynamic
and robust one in order to meet the growing potentials and demands from customers
and investors.
The number of employees are around 750, not including the contract staffs that are
employed under My STEP program which comprises at least an SPM certificate holder or
army pensioner.
Maslow's hierarchy of requirements outlines five levels of human wants which allow
individuals to feel fulfilled. It is commonly used in the workplace when deciding ways to
better encourage employees and meet their requirements. Understanding this psychological
notion can assist a manager in determining whether needs are met in the workplace and how
to better meet a necessity of a team requires. In this task, I will enlighten Maslow's Hierarchy
of Needs, how it relates to the office, and how to put it into practice.
Work motivation is critical as it desires an individual to carry out an exact task in order to
please his own requirements (Santos-Vijande et al., 2021). Agreeing to Loan (2020), job
inspiration has a beneficial effect on worker performance; the further highly driven workers
are, the better their fulfillment.
Maslow's Hierarchy of Needs is a philosophy in psychology. This pyramid, usually referred
to as Maslow's Theory of Motivation, encompasses five stages of human requirements:
physiological, safety, love and belonging, esteem, and self-actualization. Each level
includes particular requirements that allow an individual to feel fulfilled. The hierarchy often
appears as a pyramid to represent the need to finish lower-level jobs before heading on to the
next level. Without fulfillment on the base of the hierarchy, a person cannot develop because
they lack motivation.
The physiological demands in this hierarchy reflect the most basic requirements for humans.
Maslow started to put his theory into words on physiological requirements in 1950s. He
sought to interpret human motivations and needs in a manner that facilitated an investigation
into human inventiveness and resourcefulness, aspects that he felt had not been adequately
addressed by preceding psychologists. Mcleod explained Maslow sought to comprehend the
factors in a person's life that led to happiness and enabled individuals to not just exist but
flourish. His investigation into physical needs laid the foundation for the investigation.
Employees need access to essential services and opportunities at work in order to feel as if
their most basic needs are being dealt with. For instance, a worker must have access to a
restroom, an adequate supply of drinking water, breaks for meals and snacks, and a
comfortable working environment including better increment and good pay. When applied to
the job, one of your physiological needs is a consistent income to support oneself and pay for
housing, food, utilities, and other necessities.
Safety needs can become the next important essentials when all physiological needs are
achieved and they are no longer regulate people’s thoughts and actions. These include aspects
such as financial stability, absence of fear, consistent health, and anything that can provide
our daily lives with a sense of predictability and safety. Maslow contended that this quest for
safety drives people to value systems that create structure in their lives, possibly through law
or religion. Guzel and Barakazi (2018) definite that the beginning of safety requirements
happens only after persons have pleased their physiological wants. This is validated as
individuals aim to fulfill their safety requirements at the second tier of Maslow’s hierarchy of
needs once they have satisfied their fundamental needs (Bozyigit, 2021). The subsequent tier
of the Employee Engagement Hierarchy of Needs is safety, encompassing job security and a
secure workplace. After 2020, your employees might have established a new set of safety
requirements, and it’s crucial to address these to enhance employee retention and
engagement.
For the contemporary employee, "safety" encompasses not just job stability but also a secure
workplace and an employer who promotes work-life harmony. Seventy-four percent of
millennial employees’ desire paid family leave, and nearly fifty percent of workers indicate
they will search for a remote job for their next employment opportunity. Workers must
experience support and stability in their roles to enhance their engagement. At the second tier
of Maslow’s hierarchy, these needs begin to increase in complexity. At this stage, the
requirements for security and safety take precedence.
Individuals desire stability and organization in their lives. Fundamental security and safety
requirements encompass financial stability, health and well-being, along with protection from
accidents and injuries. Securing employment, acquiring health insurance and medical care,
depositing funds into a savings account, and relocating to a more secure area are all actions
driven by the desire for safety and security. A worker ought to believe that the workplace
resources and their personal belongings are secure and safeguarded. Maintaining a secure
work environment might involve supplying ergonomic office furniture that properly supports
you and minimizes the chance of injury, as well as fortifying the building to keep potentially
hazardous individuals from accessing it. Another facet of workplace safety relates to
experiencing emotional safety and support. When an employee fears losing their job because
of layoffs or budget reductions, it becomes more difficult to find motivation to advance
within the hierarchy and perform at their utmost capacity. Uncertain futures contribute to
lower morale in the workplace.
The love and belonging level of Maslow’s pyramid is slightly diverse in the workplace than
it is in other parts of a worker’s life. If a person does not feel a sense of belonging, he or she
may not feel as engaged at work or as motivated to succeed. It is not constantly calm for
individuals to create and practice relationships at work place. Once the requirements for the
initial two stages are fulfilled, individuals can concentrate more on their needs for love and a
sense of belonging (Bozyigit, 2021). It may be associated with friendship, love, compassion,
social acceptance, and support from others, and this emotion pertains to individuals and their
environment (Gouws, 1995; Roos, 2005). Rewards can also induce a favorable sense of
relief, enjoyment, and fulfillment that enhances people's pleasure in the relationship (Permana
et al., 2021). To enhance employees' sense of belonging, organizations must define the roles
they play within the company, develop shared goals and values, and foster social interaction
between employees and external parties to ensure employee satisfaction. Organizations that
facilitate social events and provide greater chances for relationship-building beyond the
workplace typically experience higher employee engagement levels compared to those that
neglect these elements of work-life balance. When a worker feel like he/she belongs and fit
in within a workplace and the team, it is at ease to feel inspired to work hard and accomplish
good results. That is important because not feeling like they belong is a top three reason
employees are quitting in the ongoing Great Resignation.
When workers experience a feeling of belonging in the workplace, they feel acknowledged
and understood, forming a deeper emotional bond with coworkers and common objectives.
Having a sense of belonging is shown to enhance employee engagement and result in
improved business performance. Studies indicate that a strong sense of belonging can boost
performance by as much as 56 percent. It could potentially decrease the number of sick days
taken by your employees by an astonishing 75 percent. At this level, the need for emotional
relationships drives human behavior. Some of the things that satisfy this need include family
relationships, friendships, romantic attachments, community groups, social groups, and
religious organizations.
In order to avoid isolation, despair, and anxiety, it is vital for people to feel loved and
recognized by others. Personal relationships with friends, family, and lovers play an
important role, as involvement in groups—such as religious groups, sports teams, book clubs,
and other group activities.
Esteem desires are the fourth level in Maslow’s pyramid and contain self-worth,
achievement, and admiration. It is also considered the belief that a worker is contributing to a
higher goal and that the contributions he or she has made are recognized. Maslow divided
esteem needs into two types: (i) self-respect (dignity, achievement, mastery, independence)
and (ii) the craving for recognition or admiration from others. The main difference is that a
person's reputation can be good or bad, while their prestige is usually associated with a high
social standing. Esteem is the normal human need to feel accepted and appreciated by others.
Individuals frequently pursue a career or pastime in order to receive acknowledgment,
providing them with a feeling of worth or significance. Low confidence or feelings of
inadequacy could arise from disturbances at this particular level within the hierarchy. Maslow
suggested that the desire for recognition or esteem is crucial for young people and comes
before genuine self-worth or honor. In the workplace, it is important to feel that one is
growing, advancing and achieving results, and that those around the worker identify those
results. When a worker have confidence in himself and his abilities, as well as receive
positive feedback and encouragement, a worker is more likely to succeed. An employee’s
esteem ultimately impacts their overall engagement as well. Proposing regular gratitude and
appreciation for the tasks employees are doing can completely influence admiration, even
when a worker is in distress. If feedback only comes in the form of an annual review,
employee esteem may suffer.
The highest need in Maslow's hierarchy is the need for self-actualization, which has the
potential to be the most transformative. Self-actualization, or a greater sense of fulfillment,
goes beyond the needs that came before. In the words of Maslow, self-actualization means
"achieving everything one is capable of achieving." Our need for a higher purpose in our
actions, a feeling of success and fulfillment in our job, and the link we feel to a deeper
significance that goes beyond us. It is also the desire to discover your true identity and be true
to yourself - a journey that often requires years to complete. One effective method to help
employees feel self-actualized is to emphasize the importance of the tasks they are working
on. As a person, knowing yourself is the initial stage to self-fulfillment - what drives you on a
personal level? What methods do you use to manage stress? The needs for self-actualization
are only activated when all previous needs have been satisfied. Maslow describes self-
actualization as the aspiration for persons to accomplish their potential by undertaking what
they were meant to do. These needs manifest as signs of agitation. The individual is
experiencing unease, stress, a sense of deficiency, essentially, agitation. If someone is
experiencing hunger, feeling unsafe, unloved or rejected, or lacking self-worth, it is clear
what is causing their restlessness. Sometimes it is unclear what an individual desires when
self-actualization is necessary. The theory discussed can be used to enhance employee
performance by focusing on the roles of organizational culture and human resource
management, despite any criticism or limitations. Although some studies have backed
Maslow's theory, others have failed to confirm the concept of a hierarchal needs structure
influenced by Western culture, which may not be applicable in all situations.
Reflecting on the traditional motivation theory is a helpful way to recall human behavior and
what keeps individuals driven. While Maslow's theory is not the ultimate answer in
motivation research, it still provides a helpful explanation of how failing to meet our
fundamental needs can hinder productivity in the long run.
The key to having a motivated workforce is prioritizing our needs. It is not useful to promote
workplace football if basic safety needs are not met first. Reflecting on the fundamental
needs of your workplace and checking if any have been neglected is worth doing.
All business leaders need to have an understanding of various levels of strategy. The strategy
for a multi-national company will vary from that of a startup as strategies take on different
forms. Nevertheless, the principles endure. Examining the current strategy levels and how
they can be implemented by an organization will help us understand how strategies evolve.
The main point of this assignment is that strategy applies to all individuals. You can be
strategic in your business at any size, not just when it grows to a certain point. Know your
business's position in order to create a strategy that aligns and evolves with your company.
This assignment will explore the variations in strategy levels within an organization and offer
guidance on implementing these distinct levels of strategy within one's own organization.
Strategists commonly identify three levels of strategy: corporate, business, and functional.
However, they lack a crucial component necessary for effective strategy implementation:
operational level strategy. This assignment covers the fundamentals of the four levels of
strategic management, but if a manager wants to explore a particular level further, I have
separate 4 answers for each one available.
Picture 1 : Levels of Strategy taken from https://www.cascade.app/blog/strategy-levels
The corporate strategy is the top-level strategy within a company. It establishes the general
course of the organization and the broad concepts for achieving it. Typically, these strategies
are developed by senior executives like the CEO and upper management. In general, this
group is chosen because they possess a strong comprehension of the company and the
necessary strategic business expertise to guide the organization effectively.
A corporate strategy is typically more expansive than the other levels of strategy. Plans at this
stage are more abstract and forward-thinking compared to the lower levels. Typically, they
cover a duration of 3 to 5 years. In the strategic plan of the company, you are essentially
outlining the areas where your organization should be involved. This overarching strategy
provides a foundation for creating business unit strategies and functional strategies, as well as
detailed operational plans. These tactics will influence the subsequent choices made by
employees at every level. Hence, all decisions within the organization must align with the
corporate objectives of the strategy.
The second level of the strategy hierarchy is known as the business level strategy. Lying
beneath the overarching corporate strategy, the business strategy serves as a pathway to reach
the objectives of individual business divisions within the company. Each corporate unit’s
policy will target to achieve a reasonable edge in its precise market by concentrating on
objectives and strategic initiatives.
Organizations adopt various business level strategies based on the competitive advantage
they aim to achieve. Organizations are confronted with important choices, such as
implementing a growth strategy, differentiation strategy, or embracing a cost leadership
approach. Each business region required to make a tactical outcome and describe the method
they will pick to get faster to their objectives. A major bank exemplifies an entity that offers
numerous services across diverse sectors. Each business unit has unique objectives and a
specific strategy to accomplish them.
Business-level policies should be established by vice leaders and business unit heads,
whether worldwide or local. Nevertheless, it is recommended to involve additional middle
managers in every department. Having managers from each unit involved in the strategy
process brings two primary advantages:
It boosts support and participation. Managers who have been given the chance to
contribute in the expansion of the policy feel involved in the decision-making
development. As a result, they are more motivated to accept the strategy and
aggressively contribute in its operation.
It enhances possession. Workers who have the chance to participate in creating the
strategy are more inclined to take responsibility for finishing it.
This level of strategy determines the approach for various functional areas or departments, as
shown in the previous image of the bank strategy levels example. These functions may
include the selling department, finance, supply chain, industrial, human capital, and other
areas.
The main goal of functional strategy is to coordinate the actions of different departments
with the overall goals and strategic objectives established at higher levels, such as corporate
and business strategy. Functional strategies are characterized by their relatively limited scope.
They are created to tackle the specific obstacles and advantages in every functional domain.
All of the strategies for finance, marketing, and human resources must have purposes and
duties to accomplish. Increasing the likelihood of success is achieved by having a clear
functional strategy that is in line with the overall corporate strategy. These tactics consist of
allocating resources, setting able to be gauged objectives, and give emphasis to continual
enhancement, all while in view of individual functions. A great start is to have a clear
functional strategy for every department.
Most companies only reach the first three levels of strategy, yet it is the fourth level that is
crucial for achieving successful implementation. The corporate, business, and functional
strategies provide the basis, but it's the operational strategy that executes all plans effectively.
Operational level strategy is positioned at the bottom of the strategic hierarchy and is
concerned with the daily tasks and tactics required to operate the business, oversee processes,
and successfully introduce changes. It involves making sure plans are turned into practical
actions and outcomes, embodying the hands-on component of strategy. Put simply, this is the
plan that will guide employees' daily tasks and ensure your organization stays on track.
Its main focus is on immediate goals and carrying out plans in a practical manner, outlining
the precise actions, processes, and tasks required to achieve organizational objectives. The
functioning strategy includes PMOs, team leaders, individual contributors, and team
members, and is crucial for the successful execution of larger strategies.
Tactical Implementation: Operational plans concentrate on carrying out specific actions to
reach business goals, providing a precise plan for implementation. Short-Term Emphasis:
Aimed at short-term objectives and may involve activities on a quarterly, monthly, or daily
basis. Resource Utilization involves allocating resources at a specific level, such as managing
workforce, budget, and technology for particular projects and initiatives. Project
Management: Project management is frequently used in operational strategies to organize
teams and adhere to time and budget limits. Feedback and Adjustment: They integrate
feedback loops to make changes when conditions vary. Immediate Impact: Achieving success
at the operational level plays a crucial role in reaching wider business and corporate
objectives, acting as a key element in strategy implementation.
Summary
Work motivation is crucial for individuals to achieve their goals and improves employee
performance (Santos-Vijande et al., 2021; Loan, 2020). Maslow's Hierarchy of Needs
describes five tiers: physiological, safety, love, esteem, and self-actualization. Satisfaction
with lower levels, such as availability of essential services and job stability, is vital for
motivation and employee involvement. For modern workers, "safety" encompasses job
stability, a healthy workplace, and a balance between work and personal life. Emotional
security is essential, as the worry of job losses can reduce motivation. To promote a sense of
belonging, organizations need to define roles, communicate objectives, and stimulate social
interactions, which will boost engagement and decrease turnover during the Great
Resignation.
A feeling of connection at work boosts employee involvement and company effectiveness.
Emotional bonds satisfy essential human requirements, decreasing the number of sick days.
Maslow's esteem requirements emphasize the significance of acknowledgment, self-esteem,
and accomplishment. Consistent feedback and recognition are essential for enhancing
employee confidence and overall involvement, averting feelings of inadequacy. The pinnacle
of Maslow's hierarchy is self-actualization, indicating a profound fulfillment that surpasses
previous needs. This need involves a pursuit of meaning, achievement, and greater
importance in life, while also seeking to find and fully accept one's genuine identity.
Corporate strategy represents the top tier of strategy within an organization, steering its
direction and long-term objectives, usually established by senior leaders such as the CEO.
Strategies at the business level aim to secure competitive advantages. Engaging middle
managers boosts support and accountability, leading to improved execution throughout
departments. Functional strategy seeks to connect departmental activities with overarching
corporate objectives, tackling specific issues and utilizing strengths within each function.
Operational strategy, the base of strategic hierarchy, emphasizes everyday operations, turning
plans into actionable steps. Focusing on immediate objectives, resource allocation, and
project management, it incorporates feedback for modifications, guaranteeing that short-term
results support broader business goals and effective execution.
3556 words
Reference
https://www.indeed.com/career-advice/career-development/maslows-hierarchy-of-needs
14/10/2024
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