Much after the propositions of theories X and Y by McGregor, the three theorists Urwick, Rangnekar, and Ouchi-propounded the third theory lebeled as Z theory. The downside to this motivational type is that group goals can become zero-sum in nature, that is, for one person to win, another must lose.
High achievers are not gamblers; they dislike succeeding by chance. They will thus tend to conform and shy away from standing out. But also will motivate them to make ready to make more use of their potential in accomplishing organisational goals.
They want to assume responsibility. The TAT is a test of imagination that presents the subject with a series of ambiguous pictures, and the subject is asked to develop a spontaneous story for each picture.
However, instead of smiling and appreciating the attention, she looked embarrassed. High n-affil individuals prefer work that provides significant personal interaction.
High need for power - Management should provide power seekers the opportunity to manage others. The first basically negative, labeled Theory X, and the other basically positive, labled Theory Y. They tend to conform to the norms of their work group.
These are discussed in brief in that order. With this motivational type comes a need for personal prestige, and a constant need for a better personal status.
The people with high need for affiliation have these characteristics: The other side of the need hierarchy is that human needs are unlimited. This clause requires a company to state its name. McClelland found that high achievers differentiate themselves from others by their desire to do things better; Features of people with Need for achievement nAch ; They seek personal responsibility for finding solutions to problems.
High need for power - Management should provide power seekers the opportunity to manage others.
Managers with a high need for institutional power tend to be more effective than those with a high need for personal power. These needs are basic to human life and, hence, include food, clothing, shelter, air, water and necessities of life.
For example, one employee prefers salary to benefits, whereas another person prefers to just the reverse. If the amount of actual rewards meet or exceed perceived equitable rewards, the employee will feel satisfied.
Those who need personal power want to direct others, and this need often is percieved as undesirable. Start studying Chapter 12 Motivating Employees. Learn vocabulary, terms, and more with flashcards, games, and other study tools.
Do you act out of a need for achievement, power or affiliation? This lesson describes the acquired needs theory and how one of the three types of. Sustainable business practices are those that meet the present needs.
The company was acquired by Massachusetts-based Kronos Inc. in The idea behind the software is simple: If you have a lot of employees and keep track of your data over time, you have access to an enormous resource. By analyzing this data, you can specify the profile.
Power and influence. Many definitions of power adopt a one-dimensional approach that looks at the leader's ability to influence others. In this framework, power rests solely with the leaders.
This theory is also known as the Acquired Needs as McClelland put forth that the specific needs of an individual are acquired and shaped over time through the experiences he has had in life. Psychologist David McClelland advocated Need theory, also popular as Three Needs Theory.
Start studying Management test bank. Learn vocabulary, terms, and more with flashcards, games, and other study tools.Mcclellands acquired needs theory