Seminar 2 Motivation and the manager

Stage 2 Session 7

Introduction to Management 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

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

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

Motivational Needs(McClelland)

• Need for Achievement• Need for Affiliation• Need for Power

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

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

Need for Power

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

Motivational Profiles: It takes all kinds

Typical ProfileSales

Ach Aff Pow

Typical ProfileEntrepreneur

Ach Aff Pow

Typical ProfileCorporate Manager

Ach Aff Pow

Typical ProfilePolitician

Ach Aff Pow

Typical ProfileSupport Staff

Ach Aff Pow

Typical ProfileTeacher

Ach Aff Pow

Research

Instruct

Typical ProfileIT

Ach Aff Pow

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

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

Consequences

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.

• 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 development22

Managing nAch people

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

• 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)

Managing nPw people

Managing our Profile

H

M

L

nAch nAff nPw

JobProfile

IndividualProfile

Management Style

Our behaviourscan either arouseor suppress the

motivation

End of Seminar

Note: This recording is for your personal use only and not for further distribution or wider review.

© Pearson College 2013