McClelland's three needs theory proposes that people are motivated by three main needs: achievement, power, and affiliation. The theory was developed by psychologist David McClelland in the 1960s. It suggests that individuals have different levels of each need and that these needs influence workplace motivation and managerial success. Specifically, those with high needs for power and achievement but a low need for affiliation tend to be most successful in large organizations, while high achievement and moderate power and affiliation needs are best for entrepreneurial roles. The theory provides a framework for understanding employee motivation and designing jobs and management styles accordingly.

1. Presentation
on
Macclelands three needs theory
Presented to
Mrs. Sakufa Chowdhury
Assistant Professor
Dept. of Business Administration
Presented by
Dept. Of Business Administration
Name Reg. No
Mizanur Rahman 2011731009
Md. Jayed Husain 2012731011
Faysal Ahmed 2012731031
Rumman Ahmed 2012731037
Adeel Bin Malek Chowdhury 2012731064

2. MacLean's three needs theory
Primary Concept:
McClelland’s three needs theory is created by
psychologist David McClelland, Three needs theory is a
motivational model that attempts to explain how the
needs for achievement, power, and affiliation affect the
actions of people from a managerial context. This model
was developed in the 1960s soon after Maslow's
hierarchy of needs in the 1940s.David McClelland’s and
his associates proposed three needs theory these three
needs are the need for achievement, need for power,
need for affiliation. These three needs has great
importance on managerial motivation.

3. McClelland's three needs theory at a glance

4. 1. Need for achievement
• Achievement is reflected in stories about attaining
challenging goals, setting new records, successful
completion of difficult tasks, and doing something
not done before.

5. 2.Need for power
• Power" or "socialized power." People with high personalized
power may have little inhibition or self control, and they
exercise power impulsively.
• Correlated with this are tendencies to be rude, excessive use of
alcohol, sexual harassment, and collecting symbols of power
(e.g., big offices, desks, fancy cars, etc.).
• Socialized power need is most often associated with effective
leadership. These leaders direct their power in socially
positive ways that benefit others and the organization rather
than only contributing to the leader's status and gain. They
seek power because it is through power that tasks are
accomplished. They are more hesitant to use power in a
manipulative manner.

6. 3.Need for Affiliation (nAff):
• Affiliation themes are revealed in stories about
establishing or restoring close and friendly
relationships, joining groups, participating in
pleasant social activities, and enjoying shared
activities with family or friends.
• A person low in affiliation tends to be a loner who is
uncomfortable socializing with others except for a
few close friends or family (introversion?). They may
lack motivation or energy to maintain high social
contacts in networking, group presentations, public
relations, and building close personal relations with
peers and subordinates so necessary for most
managers.

7. Combinations for Managerial Success
Large Organization Entrepreneurial small organizations or
autonomous subsidiaries of large organizations
nPOW (high)
nACH (mod)
nAFF (mod)
nACH (high)
nPOW (mod)
nAFF (low)
For managers in large organizations, power is
most related to success, promotion, and
accomplishment of objectives. Achievement
and affiliation follow in that order, and are
useful in creating a challenging and team
spirited work environment.

8. Effect on management
• McClelland said that people usually contain a
combination of these three types of motivation and
proposed that those in the top management
positions should have a high need for power and a
low need for affiliation.
• that people with a high need for achievement will
succeed best when given projects with attainable
goals and although individuals with a need for
achievement can make good managers, they are not
suited to being in the top management positions.

9. Using the Theory
We can use these motivators to craft, or design, the job
around our team members, ensuring a better fit .
Let's look at the steps for using McClelland's theory:
1. Identify Drivers
2. Structure our Approach

10. Criticism of McClelland's three needs theory
• McClelland's Theory of Needs explained that
human needs differed with the passage of
time; he cannot stick to a single need in his
whole life. Therefore he listed the human
need like ERG Theory into three categories
such as achievement, affiliation, or power.

11. Final statement about McClelland's three needs
theory
McClelland's Theory of Needs is the best theory
keeping in mind human need and the business
perspective because the employee will prefer those
organizations where he can express his knowledge,
experiences and skills in a proper way and in a good
environment so that he may achieve his mission as well
as vision.