Mc clelland's three needs theory & Cognitive Evaluation Theory
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David McClelland earned various degrees including a BA from Wesleyan University, an MA from the University of Missouri, and a PhD in experimental psychology from Yale University. He taught at Connecticut College and Wesleyan University before accepting a position at Harvard University in 1955. After 30 years at Harvard, he moved to Boston University in 1987 where he was a Distinguished Research Professor of Psychology until his death at age 80. McClelland proposed that an individual's specific needs are acquired over time through life experiences. His theory identified three basic needs: need for achievement, need for power, and need for affiliation. The needs are measured to suggest what types of jobs a person may be well suited for.
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McClelland's theory of needs
This is a motivation theory proposed by David McClelland in 1960 which carries a lot of significance till date
Mc Clelland motivational needs theory
David McClelland developed the motivational needs theory which identified three types of motivational needs: achievement motivation, power motivation, and affiliation motivation. He conducted an experiment where volunteers threw rings over pegs and found that those with strong achievement motivation took care to measure distances to find an ideal challenge level, unlike others who threw from random distances. McClelland suggested characteristics of achievement-motivated individuals include setting achievable goals, finding satisfaction in accomplishing tasks rather than rewards, and constantly seeking improvements. The motivational needs theory provides insights into what drives people's goals and can be applied in work settings by matching tasks and leadership roles to individuals' dominant motivational needs. However, having very strong needs in any one area could create limitations if
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Discuss the McClelland Theory and how it indicates that individuals are motivated based on 3 need Achievement, Affiliation and Power.
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macClelands three needs theory
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.
mcclelland theory of motivation
McClelland's Achievement Motivation Theory proposes that people have varying levels of three needs: achievement, power, and affiliation. McClelland focused on the need for achievement, finding that high achievers set their own goals, prefer challenging tasks, and welcome feedback. They are motivated more by achievement than money alone. McClelland also studied how the needs for power and affiliation influence behavior. His research contributed to understanding motivation and leadership in organizations.
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This study aimed to identify student teachers' attributions for failing a Teaching English to Young Learners course at a Turkish university where failure rates were high. Data was collected through attribution questionnaires, locus of control scales, and interviews with 21 failing and 21 passing students. The results showed that failing students attributed their failure to internal factors like poor study skills and a preference for practical lessons over theoretical content, as well as external factors like unclear exam instructions, a difficult course workload, and crowded classes. Most failing students reported having an external locus of control and performance-focused achievement goals. The researchers suggested interventions to help students develop better study strategies and a more internal locus of control to improve outcomes.
Theories of motivation
The document discusses several theories of motivation that can be applied in school settings. It describes Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement-need theory, and the need for autonomy. It also covers attribution theory, equity theory, expectancy theory, goal setting theory, and intrinsic vs. extrinsic motivation. Practical implications for administrators are provided to help motivate teachers and students.
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McClelland's theory of needs
This is a motivation theory proposed by David McClelland in 1960 which carries a lot of significance till date
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macClelands three needs theory
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.
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This study aimed to identify student teachers' attributions for failing a Teaching English to Young Learners course at a Turkish university where failure rates were high. Data was collected through attribution questionnaires, locus of control scales, and interviews with 21 failing and 21 passing students. The results showed that failing students attributed their failure to internal factors like poor study skills and a preference for practical lessons over theoretical content, as well as external factors like unclear exam instructions, a difficult course workload, and crowded classes. Most failing students reported having an external locus of control and performance-focused achievement goals. The researchers suggested interventions to help students develop better study strategies and a more internal locus of control to improve outcomes.
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The document discusses several theories of motivation that can be applied in school settings. It describes Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement-need theory, and the need for autonomy. It also covers attribution theory, equity theory, expectancy theory, goal setting theory, and intrinsic vs. extrinsic motivation. Practical implications for administrators are provided to help motivate teachers and students.
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The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
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[1] The theory proposes that motivation is a product of valence, expectancy, and instrumentality. Valence refers to how much value or preference one has for a particular outcome. Expectancy refers to one's belief that effort will lead to performance, and instrumentality refers to one's belief that performance will lead to outcomes.
[2] Motivation depends on expectations - people must believe their efforts will be rewarded. Unless there is a positive expectation of reward satisfying a need, one will not take action.
[3] Managers can motivate employees by offering rewards important to employees' needs and by creating positive expectations that effort will
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The document discusses attribution theory, which proposes that people try to explain events by attributing them to either internal causes like ability or effort, or external causes like task difficulty or luck. According to Fritz Heider, attributions can be internal, related to personality and beliefs, or external, related to situational pressures. Effective use of attribution involves applying it where people are thinking of causes, and providing internal rather than external attributions, allowing the receiver to think for themselves.
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- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
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McClelland's theory of needs proposes that there are three primary human motivations: the need for achievement, the need for power, and the need for affiliation. The theory suggests that managers should identify which needs each individual possesses in order to structure their approach to motivation. By assigning tasks and providing feedback tailored to employees' dominant needs, managers can maximize motivation and performance.
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This document discusses attribution theory and its specific applications in organizations. Attribution theory seeks to explain how people make causal attributions about behaviors and events. There are three main types of attributions: internal vs. external, stable vs. unstable, and controllable vs. uncontrollable. Common attribution errors include the fundamental attribution error and self-serving bias. Shortcuts like stereotyping and halo effects are also used to form impressions. Attribution theory applies to areas like employment interviews, performance evaluations, and ethnic profiling in organizations.
Self efficacy
Self-efficacy refers to an individual's belief in their own ability to achieve goals or accomplish tasks. According to psychologist Albert Bandura, there are four main sources of self-efficacy: mastery experiences, social modeling, social persuasion, and psychological responses. People with strong self-efficacy view challenges as tasks that can be mastered through sustained effort, while those with weak self-efficacy tend to avoid challenges and focus on potential failures. Bandura's seminal 1977 paper on self-efficacy helped make it one of the most studied topics in psychology.
Alderfer’s ERG Theory
K.C. Alderfer proposed the ERG theory in 1969 as a simplification of Maslow's hierarchy of needs. The ERG theory states that there are three basic needs that motivate employees: existence needs related to physical and material well-being, relatedness needs concerning social and external esteem needs, and growth needs involving personal development. Unlike Maslow's theory, the ERG theory recognizes that multiple needs can be pursued simultaneously and that frustration with higher-level needs can cause regression to lower-level needs.
Motivation
Motivation accounts for an individual's effort, direction, and persistence towards goals. There are three aspects of motivation: effort, direction, and persistence. Motivation theories are classified into content/need theories, which examine what motivates behavior, and process theories, which examine how content influences behavior. Key content theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Alderfer's ERG theory. Process theories include Vroom's expectancy theory and equity theory. Motivation is important for productivity, change management, resource utilization, satisfaction, and goal achievement in organizations.
Attribution theory
Attribution theory proposes that people make causal explanations for behaviors and events, classifying them as either internal/dispositional (due to traits and abilities) or external/situational (due to outside factors). However, people are subject to attribution biases like the fundamental attribution error of overemphasizing internal causes for others' behaviors. Kelley's covariation model examines consensus, distinctiveness, and consistency of behaviors to determine whether to attribute them internally or externally. People also differ in attributional style, with optimists explaining negatives externally and positives internally versus pessimists.
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Goal-Setting Theory of Motivation involves the development of an action plan designed to motivate and guide a person or group toward a goal.
Groupthink
Groupthink refers to a psychological phenomenon where people conform to group opinions even if they disagree. It occurs most often when groups are highly cohesive, face external threats, and have charismatic leaders. Symptoms include assuming invulnerability, ignoring warnings, stereotyping outsiders, and self-censorship. While groupthink speeds decisions, it risks poor outcomes from lacking diverse opinions and critical thinking. Leaders can minimize it by encouraging dissent, using subgroups, and obtaining outside perspectives.
Impression management
This document discusses impression management, which is defined as a conscious or unconscious attempt to influence how others perceive a person through controlling the information presented. It discusses tactics like self-enhancement to boost appeal and other-enhancement like flattery. Types include constructive impression management to form identity and strategic impression management to achieve goals. Techniques mentioned include conformity, excuses, apologies, self-promotion, flattery, favors, and association. Research findings show ingratiation tactics universally agreed on include interest, smiling, eye contact and flattery. Impression management is important in organizations, institutions, and for marginalized groups to shape perceptions.
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Self-determination theory (SDT) is a theory of motivation developed by Edward Deci and Richard Ryan that focuses on supporting innate psychological needs for competence, autonomy and relatedness. SDT posits that these basic needs must be satisfied for people to experience optimal motivation and development, and that social and environmental factors can either support or thwart need satisfaction. According to SDT, when these needs are fulfilled people become self-determined to pursue and persist in activities out of interest or intrinsic motivation.
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The document discusses various theories and mechanisms related to attitude formation and change. It describes four main ways attitudes can be formed: mere exposure, associative learning, self-perception, and functional reasons. Attitude change can occur through self-perception, learning theory, cognitive dissonance, and persuasion. The theory of planned behavior model proposes that attitudes, subjective norms, and perceived behavioral control influence behavioral intentions and actual behaviors.
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The document discusses motivation concepts and theories. It provides an overview of early motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's needs theory. It then summarizes contemporary motivation theories such as self-determination theory, goal setting theory, reinforcement theory, equity theory, and self-efficacy theory. The key points are that motivation involves intensity, direction and persistence of effort; early theories provide a foundation but lack evidence; and contemporary theories like goal setting and self-efficacy are better supported by research.
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The document discusses several theories of motivation, including Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs first before moving up to seeking safety, love, esteem and self-actualization; it also examines McGregor's Theory X and Theory Y about assumptions of human nature, Herzberg's two-factor theory distinguishing motivators and hygiene factors, and McClelland's theory of three needs - achievement, affiliation and power. The theories provide frameworks for understanding what motivates employee behavior and performance in the workplace.
Cognitive evaluation theory
The Cognitive Evaluation Theory suggests there are two motivation systems - intrinsic and extrinsic. Intrinsic motivators come from performing a task itself and include achievement, responsibility, and competence, while extrinsic motivators are external rewards like pay, promotion, and working conditions. The theory explains that when organizations use extrinsic rewards to motivate superior performance, it can reduce intrinsic motivation. Specifically, allocating extrinsic rewards for behavior previously motivated intrinsically tends to decrease overall motivation levels over time.
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Vroom's Expectancy Theory of Motivation is summarized as follows:
[1] The theory proposes that motivation is a product of valence, expectancy, and instrumentality. Valence refers to how much value or preference one has for a particular outcome. Expectancy refers to one's belief that effort will lead to performance, and instrumentality refers to one's belief that performance will lead to outcomes.
[2] Motivation depends on expectations - people must believe their efforts will be rewarded. Unless there is a positive expectation of reward satisfying a need, one will not take action.
[3] Managers can motivate employees by offering rewards important to employees' needs and by creating positive expectations that effort will
Attribution Theory
The document discusses attribution theory, which proposes that people try to explain events by attributing them to either internal causes like ability or effort, or external causes like task difficulty or luck. According to Fritz Heider, attributions can be internal, related to personality and beliefs, or external, related to situational pressures. Effective use of attribution involves applying it where people are thinking of causes, and providing internal rather than external attributions, allowing the receiver to think for themselves.
Motivation
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- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs. It proposes that lower level needs must be satisfied before higher needs.
- McGregor's Theory X and Theory Y which describe assumptions managers have about employees - Theory X sees employees as lazy and Theory Y sees them as ambitious and self-motivated.
- Herzberg's two-factor theory which identifies motivators related to job content and hygiene factors related to job context that prevent dissatisfaction but don't motivate.
- McClelland's need theory which identifies three needs - need for achievement, power, and affiliation
Locus of Control
Locus of control refers to whether people believe they have control over situations in their lives or external forces control outcomes. Those with an internal locus believe they can influence events, while externals blame outside forces. People with an internal locus are more motivated, take responsibility, and achieve greater success. Externals feel helpless and credit luck for outcomes. A combination locus may accept some responsibility but also believe external forces affect them. Assessing locus can provide insights for employee motivation and success.
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Extrinsic motivation is essentially the drive to engage in an activity or achieve a goal due to external incentives, tangible rewards, or the avoidance of negative consequences.
Attributions error and oragnisation behavior
This document discusses attribution theory and types of attribution errors people make. It explains that attribution is making guesses about the causes of events or behaviors. However, these guesses are often incorrect due to systematic biases. Two major biases discussed are the fundamental attribution error, where people attribute others' behaviors to internal factors rather than external influences, and self-serving bias, where people attribute their successes to internal factors and failures to external factors. The document also provides an overview of organizational behavior, noting it involves studying individuals, groups, and organizational levels and drawing from various fields like psychology and sociology.
Motivation Yourslef
This chapter discusses theories of motivation and how to motivate employees. It covers several motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, expectancy theories, goal setting theories, and equity theories. It also discusses the role of reinforcement, rewards, and punishment. Overall, the chapter suggests that understanding motivation requires considering individual and situational factors, and that managers should focus on setting clear goals, ensuring fair treatment of employees, and allowing employee participation and autonomy.
2318Decision Making, Problem Solving, and Creativity.docx
231
8Decision Making, Problem
Solving, and Creativity
Rawpixel Ltd/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to
• Describe how perceptions affect your judgment of others.
• Compare and contrast rational decision making with bounded rationality.
• List and discuss the common decision-making biases.
• Discuss techniques for improving individual decision making and problem solving.
• Consider how emotions affect decision making and problem solving.
• Explain how positivity impacts creativity and decision making.
you83701_08_c08_231-256.indd 231 4/20/17 5:25 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
232
Section 8.1 The Importance of Perception
8.1 The Importance of Perception
Perception is the process people use to bring meaning to their world; it involves organizing
and interpreting the stimuli around us. Objective reality is often much different from per-
ceived reality, however, and one person’s reality may be significantly different from another’s.
Consider this situation: A manufacturing company is merging with another company, giving
it the greatest market share and profitability in the industry. The CEO decides to share this
exciting news with the rest of the company. After a series of presentations in which he makes
a convincing case for the merger and states the positive impact it will have on the company
and its employees, the CEO asks a group of employees for their opinion. The CEO is shocked
to hear the employees make comments such as “I don’t understand why we made this move”
and “In the long-term, this won’t help the company.” The CEO cannot understand why the
employees are not viewing this opportunity as positively as the board of directors and senior
management. What’s going on?
Unfortunately, the CEO failed to realize that the employees’ perceptions of the current merger
were influenced by bad experiences from 2 years earlier, when the CEO decided to roll out a
defective product, the company lost money, and the employees did not receive any pay raises.
It is important that organizations understand perceptions, because perceptions impact work-
ers’ behavior. In the previous example, whether workers accepted or verbally sabotaged the
merger were based on their individual perceptions—not on the CEO’s opinion or the objec-
tive reality of the merger’s impact. The world as it is perceived, then, is what matters most.
Components of Perception
Humans receive stimuli through the recognized senses of hearing, sight, touch, smell, and
taste. How, then, can two people who hear or see the same information interpret it so differ-
ently? The reason is precisely because they do not really hear and see the same information;
this is due to the difference between sensation and perception. Sensation is the experience
of stimuli’s physical characteristics. On the other hand, perception has three separate com-
ponents: t ...
2318Decision Making, Problem Solving, and Creativity.docx
231
8Decision Making, Problem
Solving, and Creativity
Rawpixel Ltd/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to
• Describe how perceptions affect your judgment of others.
• Compare and contrast rational decision making with bounded rationality.
• List and discuss the common decision-making biases.
• Discuss techniques for improving individual decision making and problem solving.
• Consider how emotions affect decision making and problem solving.
• Explain how positivity impacts creativity and decision making.
you83701_08_c08_231-256.indd 231 4/20/17 5:25 PM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
232
Section 8.1 The Importance of Perception
8.1 The Importance of Perception
Perception is the process people use to bring meaning to their world; it involves organizing
and interpreting the stimuli around us. Objective reality is often much different from per-
ceived reality, however, and one person’s reality may be significantly different from another’s.
Consider this situation: A manufacturing company is merging with another company, giving
it the greatest market share and profitability in the industry. The CEO decides to share this
exciting news with the rest of the company. After a series of presentations in which he makes
a convincing case for the merger and states the positive impact it will have on the company
and its employees, the CEO asks a group of employees for their opinion. The CEO is shocked
to hear the employees make comments such as “I don’t understand why we made this move”
and “In the long-term, this won’t help the company.” The CEO cannot understand why the
employees are not viewing this opportunity as positively as the board of directors and senior
management. What’s going on?
Unfortunately, the CEO failed to realize that the employees’ perceptions of the current merger
were influenced by bad experiences from 2 years earlier, when the CEO decided to roll out a
defective product, the company lost money, and the employees did not receive any pay raises.
It is important that organizations understand perceptions, because perceptions impact work-
ers’ behavior. In the previous example, whether workers accepted or verbally sabotaged the
merger were based on their individual perceptions—not on the CEO’s opinion or the objec-
tive reality of the merger’s impact. The world as it is perceived, then, is what matters most.
Components of Perception
Humans receive stimuli through the recognized senses of hearing, sight, touch, smell, and
taste. How, then, can two people who hear or see the same information interpret it so differ-
ently? The reason is precisely because they do not really hear and see the same information;
this is due to the difference between sensation and perception. Sensation is the experience
of stimuli’s physical characteristics. On the other hand, perception has three separate com-
ponents: t.
Motivation
The document discusses several theories of motivation, including:
1) Reinforcement theory, which proposes that behaviors are influenced by consequences such as rewards and punishments.
2) Expectancy theory, which suggests that motivation depends on expectations of desirable outcomes from different behaviors.
3) Social cognitive theory, which emphasizes how self-efficacy and collective efficacy beliefs influence motivation, effort, and persistence towards goals.
ORganisational Relation note chapter two
This document summarizes key concepts related to individual behavior from chapters 2-5 of an organizational behavior textbook. It discusses how ability, personality traits, values, and biological characteristics can predict employee performance and satisfaction. It also outlines several theories of individual learning and motivation, including classical conditioning, operant conditioning, and reinforcement strategies used by managers. Cultural differences in areas like power distance and individualism are examined, as well as how perception, attitudes, personality, and values shape individual behavior in organizations.
Po report 2
The manager will use the three-stage attribution process to form judgments about the employee's unsatisfactory work. This involves observing the behavior, determining if it was intentional, and attributing it to either internal or external causes. Specifically, the manager will consider the distinctiveness, consensus, and consistency of the employee's behavior to determine if the causes were internal or external. Overall, the manager's judgments will be influenced by perceptual biases and the need to make self-serving attributions.
Understanding the principles and theories of motivation and emotion
The purpose of this research assignment is to overview the two phenomena’s “Motivation” and “Emotion” more deeply by understanding the principles and theories of motivation and emotion.
Week 5 discussion
Here are some potential advantages and disadvantages of emphasizing person-organization fit when hiring:
Advantages:
- Employees who fit the culture will be more satisfied and committed to the organization. They will share the same values which can improve collaboration.
- It ensures the culture is maintained and strengthened over time as new people who fit are added.
Disadvantages:
- The organization may miss out on talented candidates who do not perfectly fit but could still be successful. Diversity of thought could be reduced.
- Defining and assessing fit can be subjective and lead to bias in hiring if not done carefully. It reduces the potential hiring pool.
- The culture may become too inward focused and resistant to change if only people
HR Research paper Employee Morale final
Close relationships between supervisors and employees have the greatest impact on improving employee morale. Developing these relationships requires supervisors to frequently interact with employees face-to-face, remove barriers between management and workers, share strategies and plans, and be trained in building human relationships. While incentives are sometimes used to boost morale, research finds they do not create lasting commitment and can damage workplace relationships. Instead, supervisors building strong relationships through open communication and respect has been shown to most effectively increase employee engagement and morale.
B341018
This document summarizes a research study that examined how the level of fraud, level of friendship, and perception of organizational support influence students' interest in becoming whistleblowers. The study used an experimental design and surveyed 78 students. The results showed that higher levels of fraud increased students' interest in whistleblowing, while friendship level did not affect interest. Perception of organizational support also did not moderate the relationship between fraud/friendship levels and whistleblowing interest. The study aimed to provide insights into designing effective whistleblowing policies and systems.
Similar to Mc clelland's three needs theory & Cognitive Evaluation Theory (20)
Effect Of Locus Of Control And Organizational Culture Employee Satisfaction L...
Effect Of Locus Of Control And Organizational Culture Employee Satisfaction L...
Do motivation drive employee’s performance in public sector organization
Do motivation drive employee’s performance in public sector organization
Mb0038 –management process & organization behaviour
Mb0038 –management process & organization behaviour
Radmard cs allameh_cognition-motivation-presentation
Radmard cs allameh_cognition-motivation-presentation
BBA 3451, Organizational Theory and Behavior 1 Course
BBA 3451, Organizational Theory and Behavior 1 Course
Chapter 5 PowerAfter studying this chapter, you will be able to.docx
Chapter 5 PowerAfter studying this chapter, you will be able to.docx
Unraveling the Dynamics of Extrinsic Motivation.pdf
Unraveling the Dynamics of Extrinsic Motivation.pdf
2318Decision Making, Problem Solving, and Creativity.docx
2318Decision Making, Problem Solving, and Creativity.docx
2318Decision Making, Problem Solving, and Creativity.docx
2318Decision Making, Problem Solving, and Creativity.docx
Understanding the principles and theories of motivation and emotion
Understanding the principles and theories of motivation and emotion
More from Himanshu Jain
Training & development
Training:
Act of increasing skills & knowledge.
A process of learning a sequence of programmed behaviour.
Substantial influence in changing the capacity of the individual to perform better.
Development:
Process of improving Performance & Personality.
Progress to maturity & better decision making.
Effective utilization of capacity & resources to be a better person.
Equip for higher responsibilities & position.
4 P's for Medimix Soap
Medimix is the second largest Ayurvedic soap brand in India, introduced in 1969. It contains extracts from 18 potent herbs and was initially positioned as a medicinal soap prescribed by doctors for skin diseases. The brand name combines "Medicine" and "Mix" to reference its medicinal properties. Medimix is unique for revealing all ingredient names on its packaging. It targets youth, children, older adults, and women of all ages, particularly those interested in herbal skin remedies. The soap is sold through medical shops, supermarkets, e-tailers and Ayurvedic clinics, with pricing varying by soap size. Promotions include online, print, television, and direct mail advertising.
SWOT Analysis of Coal India
Coal India Limited is the world's largest coal producer. It was formed in 1973 by the Indian government nationalizing private coal mines. CIL produces over 80% of India's coal and meets around 40% of the country's energy needs by supplying coal to power plants. It has seen growth in recent years with production increasing 3.8% and profit rising 17.4% between 2011-2012 and 2012-2013. However, CIL faces weaknesses like low productivity compared to other countries and environmental issues from opencast mining. There are also opportunities to explore new mining areas and threats from potential foreign takeovers.
Investment in NSE
This project involved live trading of stocks on the National Stock Exchange of India to gain experience in the capital markets. The student created an account, selected companies to invest in, and traded shares for three days, tracking the profit and loss. On the first two days, the portfolio gained value but an overall loss was realized by the end as several stock prices declined. Key lessons included researching companies before investing and managing a diversified portfolio.
Marketing of Restaurant
The document provides details about the proposed KoUiZna restaurant located in Delhi, India. It will offer a blend of Italian, Chinese, continental and Indian cuisines. The total capital investment is 1.5 crore rupees, with funds coming from personal investment, bank loans, and relatives. Key aspects of the restaurant's marketing plan are also outlined, including segmentation of customers, positioning strategies, and marketing tactics like digital promotion and community support.
Security analysis and portfolio management
Live Project was all about studying the company’s financial health through the movement of their stock price. This live project deals with the basic concepts of investment in securities such as bonds and stocks, and management of such assets. It discusses various aspects of portfolio management, ranging from analysis, selection, and revision to evaluation of portfolio, securities market and risk evaluation that help in understanding the trading system better and making quality investment decisions.
This live project helped to understand how the stock prices vary. It also helped to know and calculate several technical terms. In this project, I was given 5 stocks wherein I need to update opening price, closing price, % change, total shares traded etc. every day. Then it is required to find out the beta, average return etc. of these stocks separately and construct a portfolio with Rs. 50, 00,000 keeping in mind optimum return for the investment. We need to keep in mind beta, standard deviation, risk and return of these stocks and invest to get the optimum returns.
This project helps in knowing the expected return and risk for each stock. Under this project I got to know about portfolio management as well as expected return & risk associate with each company. Through this project my future investment will be better as it helps in knowing the inside depth of companies by analysis the financial details.
Marketing Strategies of New Product
NYASSA is a company that creates natural and luxurious hair products. Its vision is to create beautiful, fragrant products that are gentle on hair. Its mission is to create products that infuse divinity and pleasure into life. One of its products is the Tecni-Art Iron Finish Cream, a heat protective straightening cream that protects hair from heat up to 450°F and provides straight, smooth, and frizz-free hair. NYASSA segments its market based on demographics like women of all ages and psychographics like promoting beautiful hair for all. It targets working women and higher-income groups.
Marketing Strategies of Restaurant
Jalli's Restaurant is a proposed new restaurant in Bangalore, India. It will have indoor and outdoor dining areas serving Hyderabadi biryani, Chinese, Indian, and continental cuisine. The restaurant aims to provide efficient customer service and establish itself as a unique concept in the area. It will be located in Banshankari Stage III, a residential area near colleges and computer cafes that currently lacks restaurants serving its cuisine. The restaurant expects to attract youth, families, and couples aged 15-50 and reach break-even point within 1.3 years of opening.
Presentation on KETAN PAREKH Scam
Ketan Parekh was a stock broker from Mumbai who manipulated the Indian stock market in late 1999-2001, in what became known as the Ketan Parekh scam. He formed a network of brokers to target and artificially inflate the prices of 10 stocks by as much as 10 times their original values. Parekh used a simple borrowing mechanism known as the badla system to fund his stock purchases, pledging the inflated stock prices as collateral to obtain more funds. However, when the stock market crashed in 2000, Parekh was unable to maintain the prices and his scheme collapsed, leading to his arrest in 2001 and conviction in 2008 for market manipulation. The scam had major implications, including a 700 point fall in the
Marketing P's For new product DELIGHT
Delight aims to be the leader in the beverage industry by focusing on consumer tastes. It offers cola, mango, apple, lemon, and orange drinks. Its main competitors are Coca-Cola, PepsiCo, and Parle. Delight keeps prices low to quickly gain market share and attract customers. It emphasizes eye-catching packaging with different sizes and flavors and highlights the drinks' nutrient content. The company wants to be available anywhere a customer may require through a large distribution network.
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"Learn about all the ways Walmart supports nonprofit organizations.
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
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Mc clelland's three needs theory & Cognitive Evaluation Theory
- 2. MMccCClleellllaanndd eeaarrnneedd hhiiss:: BBAA iinn 11993388 aatt WWeesslleeyyaann UUnniivveerrssiittyy MMAA iinn 11993399 aatt tthhee UUnniivveerrssiittyy ooff MMiissssoouurrii PPhh..DD.. iinn eexxppeerriimmeennttaall ppssyycchhoollooggyy aatt YYaallee UUnniivveerrssiittyy iinn 11994411 MMccCClleellllaanndd ttaauugghhtt aatt tthhee CCoonnnneeccttiiccuutt CCoolllleeggee aanndd WWeesslleeyyaann UUnniivveerrssiittyy bbeeffoorree aacccceeppttiinngg,, iinn 11995566,, aa ppoossiittiioonn aatt HHaarrvvaarrdd UUnniivveerrssiittyy AAfftteerr hhiiss 3300--yyeeaarr tteennuurree aatt HHaarrvvaarrdd hhee mmoovveedd,, iinn 11998877,, ttoo BBoossttoonn UUnniivveerrssiittyy,, wwhheerree hhee wwaass aa DDiissttiinngguuiisshheedd RReesseeaarrcchh PPrrooffeessssoorr ooff PPssyycchhoollooggyy uunnttiill hhiiss ddeeaatthh aatt tthhee aaggee ooff 8800..
- 3. David McClelland proposed that an individual’s specific needs are acquired over time and are shaped by one’s life experience
- 4. Theory states three basic needs that are : Need for achievement Need for power Need for affiliation
- 5. Personal effort Feedback Moderate Risk In Summary: The drive to excel, to achieve in relation to a set of standards, and to strive for success.
- 6. Influence Competitive In Summary: The need to make others behave in a way that they would not have behaved otherwise.
- 7. Acceptance and friendship Cooperative In Summary: The desire for friendly and close interpersonal relationships.
- 8. It is a tool to measure the individual needs of different people. It is used to suggest the types of jobs for which the person might be well suited
- 9. They seek personal responsibility for finding solutions to problems. They need rapid feedback on their performance; they are usually very frustrated by not receiving feedback, and the quicker the better. They are not gamblers but instead set appropriately challenging goals. They want to stretch themselves, so they set goals that are challenging, but ones that they receive, they at least have a 50% chance of attaining.
- 10. People who need personal power want to direct others, and this need often is perceived as undesirable. People who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power.
- 11. They make social relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group. High Affiliation individuals prefer work that provides significant personal interaction; they perform well in customer service and client interaction situations.
- 13. Designed to explain the effects of external consequences on internal motivation. Focus on competence and autonomy while examining how intrinsic motivation is affected by external forces.
- 14. External events will impact intrinsic motivation for optimally challenging activities. Events relevant to the initiation and regulation of behaviour have three potential aspects, each with a significant function. 1) The informational aspect facilitates an internal perceived locus of causality and perceived competence 2)The controlling aspect facilitates an external perceived locus of causality. 3)The motivating aspect facilitates perceived incompetence.
- 15. Personal events differ in their qualitative aspects and, like external events, can have differing functional significances
- 16. Vallerand and Reid (1984) found that college students' perceived competence and intrinsic motivation were increased by positive feedback and decreased by negative feedback. Kruglanski, Alon, and Lewis (1972) found that tangible rewards decreased fifth grade children's intrinsic motivation for playing various games. Goudas, Biddle, Fox, and Underwood (1995) tested this hypothesis with the use of different teaching styles in a physical education class.
- 17. Many studies have found changes in intrinsic motivation without changes in perceived locus of causality or competence. Phillips and Lord (1980) found changes in perceived competence following the receipt of rewards, but no changes in intrinsic motivation. Salancik (1975) found that college students rewarded with money reported internal attributions of control.
- 18. The consequences of a reward will be a decreased level of intrinsic motivation and satisfaction Rewards that are not dependent upon the task and are given freely are not detrimental to motivation and satisfaction. Under conditions involving interesting tasks positive feedback is generally a positive force on intrinsic motivation and that tangible and expected rewards are a negative force. The implications of this theory have been noted in the field of economics due to its implications for incentives and in educational settings.
- 19. THANK YOU…..