(Kanaidi, SE., M.Si. cSAP) sebagai Pembicara "Achievement Motivation Training"

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hubungi :
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II

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(Kanaidi, SE., M.Si. cSAP) sebagai Pembicara "Achievement Motivation Training"

  1. 1. By : Kanaidi, SE., M.Si, cSAPkana_ati@yahoo.com HP. 08122353284Achievement Motivation inImaginative ThoughtACHIEVEMENT MOTIVATIONTraining
  2. 2. Life Transitions, CareerDecisions, and the WorkplaceMotivation and Learning Style Concern for a standard of excellence. Wanting to win or do well in competition. Self-imposed standards for good performance. Emotionally involved in attaining a goal. Involvement in a unique accomplishment,invention or creation.Remember :Achievement Motivation
  3. 3. Life Transitions, CareerDecisions, and the WorkplaceMotivation and Learning StyleDifferences in How We Perceive Concrete Experience - “Feeling”- Those who sense and feel tend more to theexperience itself- They immerse themselves in concrete reality- They perceive through their senses- They are intuitive Abstract Conceptualization - “Thinking”- Those who think through the experience tend moreto abstract dimensions of reality- They analyze what’s happening- Their intellect makes the first appraisal- They “reason the experience
  4. 4. By : Kanaidi, SE., M.Si, cSAPkana_ati@yahoo.com HP. 08122353284Effect of Achievement Motivation,Decision Making & PerformanceACHIEVEMENT MOTIVATIONTraining
  5. 5. Do people with a high need forachievement behave like this all thetime? Achievement-motivated people are notgamblers. They prefer to work on a problemrather than leave the outcome to chance.Rewards and achievement-motivated peopleAnother characteristic of achievement-motivatedpeople is that they seem to be more concernedwith personal achievement than with the rewardsof success. They do not reject rewards, but therewards are not as essential as theaccomplishment itself.
  6. 6. Why do achievement-motivatedpeople behave as they do?They behave like this because they habituallyspend time thinking about doing things better.ExamplesCollege students with a high need forachievement will generally get better gradesthan equally bright students with weakerachievement needs.
  7. 7. Achievement-motivated people asmanagers Achievement-motivated people can be the backboneof most organizations. People with a high need forachievement get ahead because as individuals theyare producers they get things done. When their success depends not only on their ownwork but on the activities of others, they may be lesseffective. Since they are highly job-oriented and workto their capacity, they tend to expect others to do thesame. As a result, they sometimes lack the humanskills and patience necessary for being effectivemanagers.
  8. 8. • Predicts that achievement motivation isgenerated through a combination ofpersonality and situational factors.• They view achievement motivation as apersonality trait which is activated by asituation. The situation comprises theprobability of success and the incentive valueof success.Atkinson and McClellandProbability of success- The extend to which success is likely. Ifthe task is found easy success is morelikely to happen.Incentive value of success The degree of pleasure experiencedwhen success is achieved. The harderthe task the greater the incentive value.
  9. 9. By : Kanaidi, SE., M.Si , cSAPkana_ati@yahoo.com HP.08122353284Relation of Achievement Motivationto Success in Managerial WorkACHIEVEMENT MOTIVATIONTraining
  10. 10. McClelland’sAchievement Motivation Theory McClelland and colleagues studied thebehavioral effects of three needs Need for Achievement Need for Power Need for AffiliationEmphasized the Need forAchievement, although theyinvestigated all three needs
  11. 11.  Need for achievement and behavior Money: important to both high and lowachievers, but for different reasons High achiever wants concrete feedback aboutperformance Making a profit, or receiving a bonus, is astatement about success or failure Symbol of success and feedback about jobperformanceMcClelland’sAchievement Motivation Theory . . .
  12. 12.  Need for Achievement and Need forPower, some relationships :– Strong Need for Powerperson• Draws attention• Risk taking• Present oriented• Assesses situations forchange potential– Strong Need forAchievement person• Task centered• Future oriented• Performs to internalstandard of excellenceMcClelland’sAchievement Motivation Theory . . .
  13. 13.  Need for Achievement and Need forPower: some relationships (cont.) Both types of people important forsuccessful organizations Strong Need for Achievement managerskeep an organization going Strong Need for Power people bringdramatic change and innovationMcClelland’sAchievement Motivation Theory . . .
  14. 14. Employee motivation in the workplace The job of a manager in the workplace is to getthings done through employees. To do this the manager should be able to motivateemployees. But thats easier said than done! Motivation practiceand theory are difficult subjects.
  15. 15. SUCCESSinManagerialWorkHoppock,1935 &Robbins, 1992The psychologicalcontractreciprocal exchangeagreement : employees andorganizations (Rousseau,1989)Employees WorkAttitudes(Raja, Johns, &Ntalianis, 2004)Achievement Motivation :mastery needs,work orientation,competition, andpersonal unconcernWorksatisfaction asemployees :• psychological,• emotional, and• physical feelingsas well as theirnatural reaction totheir workenvironment(Hoppock ,1935)Work satisfactionas employees :• overall feelings• evaluation of work,including internal andexternal returns,• work attributes, and• overall work atisfaction(Robbins, 1992)Relation of Achievement Motivation to Success in ManagerialWork
  16. 16. Contact Us :Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,Peneliti, dan PeBisnis)e-mail : kana_ati@yahoo.com ataukanaidi@yahoo.comTelp : 022-2009570 ext.118Fax : 022-2009568 HP. 0812 2353 284www.ken-kanaidi.blogspot.comwww.ken-sukses.blogspot.comwww.pemimpin.unggul.comwww.google.com “Sukses kanaidi”www.formulabisnis.com/?id=ken_kanaidi•Ω Problem Statement• Ω Mapping •Ω Strategic Direction • Conclusion

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