One of the secrets to  success is recognizing  that motivation follows action.
<ul><li>THEORY X </li></ul><ul><li>THEORY Y </li></ul><ul><li>ERG </li></ul><ul><li>MC CLELLANDS  THEORY </li></ul>PRESENT...
THEORY X
ASSUMPTIONS <ul><li>Dislikes work and attempts to avoid it. </li></ul><ul><li>Has no ambition, wants no responsibility, an...
MORE COMPENSATION
CHARACTERSTICS OF MANAGER <ul><li>Issues deadlines and ultimatums  </li></ul><ul><li>Distant and detached  </li></ul><ul><...
<ul><li>Does not thank or praise  </li></ul><ul><li>Seeks to apportion blame instead of focusing on learning from the expe...
<ul><li>Does not invite or welcome suggestions  </li></ul><ul><li>Unhappy  </li></ul>
THEORY Y
<ul><li>Work can be as natural as play & rest </li></ul><ul><li>Love to accept & seek responsibility </li></ul><ul><li>Exe...
<ul><li>Get motivated by higher-level needs of esteem & self-actualization </li></ul><ul><li>Handle responsibility effecti...
DIFFERENCE <ul><li>According to the theory X manager, the extrinsic needs of a person like wealth, materialistic luxuries,...
<ul><li>According to the theory X manager, people do not like to work until they are coerced to and avoid it whenever poss...
ERG THEORY
GROWTH RELATEDENESS EXISTENCE
EXISTENCE NEEDS :  Physiological and  safety needs RELATEDENESS NEEDS :  Social and external needs GROWTH NEEDS :  Interna...
HOW IT DIFFERS FROM MASLOWS THEORY
<ul><li>More than one level of need can cause motivation at the same time </li></ul><ul><li>It carries with it frustration...
 
THE GRAPES MUST BE SOUR
MCCLELLAND  THEORY
ORIGIN <ul><li>It was shortly after world war –II </li></ul><ul><li>This began with an experiment TAT( Thematic appercepti...
CLASSIFICATION OF NEEDS <ul><li>Need for power </li></ul><ul><li>Need for affiliation  </li></ul><ul><li>Need for achievem...
NEED FOR POWER <ul><li>The ability to induce or influence behavior </li></ul><ul><li>Derive satisfaction from the ability ...
NEED FOR AFFILIATION <ul><li>It is an unlearned motive </li></ul><ul><li>Derive pleasure from being loved </li></ul><ul><l...
NEED FOR ACHIEVEMENT <ul><li>Intense desire to achieve </li></ul><ul><li>Moderate risk takers </li></ul><ul><li>Immediate ...
IMPLICATIONS <ul><li>Need for achievement is of paramount importance </li></ul><ul><li>Managers show high on power & achie...
INDIVIDUAL  NEEDS + RESPONSIVE WORK  ENVIRONMENT WORK MOTIVATI-ON &JOB SATISFAC-TION ESSENCE OF THEORY
You can motivate by fear. And you can motivate  by reward. But both of these methods are only  temporary. The only lasting...
ANY QUERIES?
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motivational theories

  1. 2. One of the secrets to success is recognizing that motivation follows action.
  2. 3. <ul><li>THEORY X </li></ul><ul><li>THEORY Y </li></ul><ul><li>ERG </li></ul><ul><li>MC CLELLANDS THEORY </li></ul>PRESENTED BY SAMEERA PATNAIK AVINASH MOHANTY
  3. 4. THEORY X
  4. 5. ASSUMPTIONS <ul><li>Dislikes work and attempts to avoid it. </li></ul><ul><li>Has no ambition, wants no responsibility, and would rather follow than lead. </li></ul><ul><li>Is self-centred and therefore does not care about organizational goals. </li></ul><ul><li>Resists change. </li></ul>
  5. 6. MORE COMPENSATION
  6. 7. CHARACTERSTICS OF MANAGER <ul><li>Issues deadlines and ultimatums </li></ul><ul><li>Distant and detached </li></ul><ul><li>Aloof and arrogant </li></ul><ul><li>Issues instructions, directions, edicts </li></ul><ul><li>Demands, never asks </li></ul>
  7. 8. <ul><li>Does not thank or praise </li></ul><ul><li>Seeks to apportion blame instead of focusing on learning from the experience and preventing recurrence </li></ul><ul><li>Does not team-build </li></ul><ul><li>One-way communicator </li></ul>
  8. 9. <ul><li>Does not invite or welcome suggestions </li></ul><ul><li>Unhappy </li></ul>
  9. 10. THEORY Y
  10. 11. <ul><li>Work can be as natural as play & rest </li></ul><ul><li>Love to accept & seek responsibility </li></ul><ul><li>Exercise self-control & self-direction in accomplishing objectives </li></ul>ASSUMPTIONS
  11. 12. <ul><li>Get motivated by higher-level needs of esteem & self-actualization </li></ul><ul><li>Handle responsibility effectively & help in solving problems </li></ul>
  12. 13. DIFFERENCE <ul><li>According to the theory X manager, the extrinsic needs of a person like wealth, materialistic luxuries, perks and bonuses are the ultimate way of motivating the individual to ameliorate his level of performance </li></ul><ul><li>As for the theory Y manager, he believes that if given the right circumstances a person would be willing to work hard and even accept added responsibility and challenge to his job </li></ul>
  13. 14. <ul><li>According to the theory X manager, people do not like to work until they are coerced to and avoid it whenever possible. What is needed to solve this problem is to apply a carrot and stick approach. </li></ul><ul><li>In this case, more weight is assigned to the intrinsic needs of a person as compared to the concentration on the extrinsic needs, which was the main case in theory X. </li></ul>
  14. 15. ERG THEORY
  15. 16. GROWTH RELATEDENESS EXISTENCE
  16. 17. EXISTENCE NEEDS : Physiological and safety needs RELATEDENESS NEEDS : Social and external needs GROWTH NEEDS : Internal esteem and Self actualization
  17. 18. HOW IT DIFFERS FROM MASLOWS THEORY
  18. 19. <ul><li>More than one level of need can cause motivation at the same time </li></ul><ul><li>It carries with it frustration regression element </li></ul>
  19. 21. THE GRAPES MUST BE SOUR
  20. 22. MCCLELLAND THEORY
  21. 23. ORIGIN <ul><li>It was shortly after world war –II </li></ul><ul><li>This began with an experiment TAT( Thematic apperception test) </li></ul><ul><li>The objective was to detect changes in motivation </li></ul><ul><li>With this he came out with 3 basic motivating needs </li></ul>
  22. 24. CLASSIFICATION OF NEEDS <ul><li>Need for power </li></ul><ul><li>Need for affiliation </li></ul><ul><li>Need for achievement </li></ul>
  23. 25. NEED FOR POWER <ul><li>The ability to induce or influence behavior </li></ul><ul><li>Derive satisfaction from the ability to control others </li></ul><ul><li>Innate drive for power </li></ul>
  24. 26. NEED FOR AFFILIATION <ul><li>It is an unlearned motive </li></ul><ul><li>Derive pleasure from being loved </li></ul><ul><li>They are concerned with maintaining pleasant social relationships </li></ul>
  25. 27. NEED FOR ACHIEVEMENT <ul><li>Intense desire to achieve </li></ul><ul><li>Moderate risk takers </li></ul><ul><li>Immediate feedback </li></ul><ul><li>Accomplishment of task </li></ul><ul><li>Preoccupation with the tasks </li></ul>
  26. 28. IMPLICATIONS <ul><li>Need for achievement is of paramount importance </li></ul><ul><li>Managers show high on power & achievement </li></ul><ul><li>Managers Emphasize less on affiliation motive </li></ul><ul><li>Achievement motivated people can be the backbone of most organisations </li></ul>
  27. 29. INDIVIDUAL NEEDS + RESPONSIVE WORK ENVIRONMENT WORK MOTIVATI-ON &JOB SATISFAC-TION ESSENCE OF THEORY
  28. 30. You can motivate by fear. And you can motivate by reward. But both of these methods are only temporary. The only lasting thing is self-motivation.
  29. 31. ANY QUERIES?
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