"The preceding analysis shows that a manager who has high performance goals and excellent job organization but who relies solely on economic needs and direct pressure to motivate his men is very likely to be to be disappointed by their achievements. The noneconomic motives must be used fully, along with the economic needs, to create high performance goals and establish the level of motivational forces which yield high productivity. Since the principle of supportive relationships and group methods of supervision enable a manager to make effective use of the noneconomic motives, some valuable insights can be obtained by examining how these managerial principles appear to affect the motivations, satisfactions, and behavior of the members of an enterprise. A substantial body of research findings demonstrates that the greater the loyalty of the members of a group toward the group, the greater is the motivation among the members to achieve the goals of the group, and the greater is the probability that the group will achieve its goals."

“As people acquire more education, their expectations rise as to the amount of responsibility, authority, and income they receive.”

“The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all interactions and all relationships with the organization each member will, in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance.”

“A variety of studies in widely different fields show that supervisors who are getting the best production, the best motivation, and the highest levels of worker satisfaction are employee-centred appreciably more often than production-centred.”

“To be effective in leading his own work group, a superior must be able to influence his own boss, that is he needs to be skilled both as a superior and as a subordinate.”

“The superior in one group is a subordinate in the next group, and so on through the organization.”

“Conflict is viewed as the active striving for one's own preferred outcome which, if attained, precludes the attainment by others of their own preferred outcome, thereby producing hostility.”