Topic 13 Seminar 2

1. Introduction to Management 2
Seminar 2 Motivation and the
manager
Stage 2 Session 7

2. 2
Overview
• To look at motivation in the workplace
• Take a model of needs theory and apply it
• And discuss the implications for how managers should help
their employees be more effective

3. Learning Outcomes of this
lecture
• Understand more what motivates us by exploring Mcllelend’s
theory of motivation
• Applying the theory to individuals to understand the impact
on managerial behaviour

4. McClelland’s Achievement
Motivation Theory
• McClelland and colleagues studied the behavioral effects
of three needs
– Need for Achievement
– Need for Power
– Need for Affiliation
• Emphasized the Need for Achievement, although they
investigated all three needs
• Product of an impressive long-running research program
• Controversy over measurement methods
• Recent study shows the validity of different measures

5. Motivational Needs
(McClelland)
• Need for Achievement
• Need for Affiliation
• Need for Power

6. Need for Achievement
Represents a need to accomplish.
• Evaluators, not risk takers
• Concerned more with accomplishment than
reward
• Need feedback on work
• High task, low relationship

7. Need for Affiliation
Represents a need for establishing, maintaining
or restoring a positive friendship relationship
from peers and colleagues.
• Peer acceptance more important than
managerial rewards
• Good as support staff
• High relationship

8. Need for Power
• Need for accomplishment through others
• Socialized vs unsocialized power
• Respond to competition
• Desire recognition
• Risk takers

9. Motivational Profiles:
It takes all kinds

10. Typical Profile
Sales
Ach Aff Pow

11. Typical Profile
Entrepreneur
Ach Aff Pow

12. Typical Profile
Corporate Manager
Ach Aff Pow

13. Typical Profile
Politician
Ach Aff Pow

14. Typical Profile
Support Staff
Ach Aff Pow

15. Typical Profile
Teacher
Research
Instruct
Ach Aff Pow

16. Typical Profile
IT
Ach Aff Pow

17. IS Motivation
The computer field attracts people with
the highest growth need of all 500
occupations measured, they have the
lowest need for social interaction”
Couger, Computerworld

18. Your profiles
• From your pre-work
• Share your profiles with your groups and
discuss the following for 15 minutes
– What questions does it raise for you?
– What are the implications for those around you?
– And for managing others?
• Discuss 15 minutes and be ready to share your
thoughts

19. Consequences

20. Motivational Consequences
• Hard to change fundamental character
• Can reframe statements from one Need structure to another
• Useful to speak in the language of the person being managed
• Defined in terms of language
• All motivational profiles are valuable
• Determine the primary motivational profile of colleagues and
associates
• Offer appropriate social rewards for performance in kind
other than money or promotion.

21. • Organisational style - low conformity, little red tape…
• Negotiate challenging but moderate risk goals
• Delegate responsibility
• Give frequent, specific feedback on task performance
• Clearly define job role/tasks
• Provide access to experts, resources and information
• Provide the opportunity for personal development
22
Managing nAch people

22. Tasks - opportunity to work in groups or with others on helping and supporting tasks
Low to moderate responsibility, standards, clarity
Rewards, praise, security
High team spirit, morale
Group planning and control meetings
Praise for good work, but little criticism
“Helping” jobs and task teams
Group incentives for excellent performance and peer pressure for individual discipline
23
Managing nAff people

23. Managing nPw people
• Involvement to influence or negotiate the goals, tasks, strategies of the
team/organisation
• Give assignments involving project leadership or decision-making and authority
• Provide visibility through symbols of power: Titles, offices, cars, special
privileges, money - wide organisation or public recognition for work performed
• Identification with the boss, source of power
• Inspiration through working on a “great cause”, important project/product, or
new organisation (social movement, political campaign, major battle)

24. Job
Profile
Individual
Profile
Managing our Profile
H
M
L
nAch nAff nPw
Management Style
Our behaviours
can either arouse
or suppress the
motivation

25. End of Seminar
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© Pearson College 2013