ORGASIONAL BEHAVIOUR - David McClleland

8/7/2019 ORGASIONAL BEHAVIOUR - David McClleland

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THEORY OF NEEDS

DAVID McCLLELAND



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Team Members

� Ankit Singh 10FN-017

� Akhil TN 10HR-003

� Amitava Mukherjee 10HR-004� Gar gi Jalan 10DM-188



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Personal Details

� May 1917 ± Mar ch 1998

� Bor n in Mt Ver non in New Yor k state

� BA f rom Wesleyan University 1938� MA f rom University of Missour i 1939

� PhD f rom Yale University 1941

� Taught at Connecticut College and Wesleyan University bef ore

joining the f aculty at Harvar d University in 1956

� Wor ked there f or 30 years as chairman of Depar tment of social

relations.

� Moved to Boston University in 1987. Here, he was awar ded the

Amer ican Psychological Association Awar d f or Distinguished

Scientific Contr ibutions.



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Resear ch Interests & Publications

� Studied par ticular ly Motivation and Achievement needs.

� Resear ch covers business and OB related issues.

� Extends to personality and consciousness.� Inter nationally acclaimed f or his ear ly wor k in measur ing

human needs and motivation.

� Some published wor ks are:

± The Achievement Motive (1953)

± The Achieving Society (1961)± The Roots of Consciousness (1964)

± Power: The Inner Experience (1975)

± Human Motivation (1987)



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� The need f or Achievement.

� The need f or Affiliation.

� The need f or Power.

Three Need Theory



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The Need f or Achievement

BEHAVIOR

� GAMBLERS: Choose big r isk because outcome

is beyond their power and personal responsibility can be shunned in case of loss.

� CONSERVATIVES: Choose tiny r isks where

gain is small but secure to avoid blame f or

f ailure.� ACHIEVEMENT MOTIVATED PEOPLE: Choose

moderate degree of r isk where their eff or t

influences the outcome.



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Achievers (nAch)

� Some people have an intense need to achieve.

� Achievers avoid:

low r isk situations- Easily attained success not a genuine achievement.

high r isk situations- Outcome depends on

chance rather than self eff or t.

� More concer ned with personal achievement rather than

rewar ds of success. � Amount of money is a measurement of per f ormance and a

comparative scale.

� They want social, attitudinal and job relevant f eedback



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The need for Affiliation

� Need that concer ns an individual¶s need to maintain warm,

close and intimate relationship with other people

� Per f orm best in a co-operative environment.

� Strong need f or affiliation inter f eres with a manager ¶s

objectivity.

� Tend to conf orm to the norms of their wor k group.

� Per f orm well in customer service and client interaction

situations.



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Behavior (nAff)

� Low nAFF

± Loner

± Lack motivation or ener gy to maintain high social



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Behavior (nAff)

� Strong nAFF

± Reluctant to let wor k inter f ere with harmonious relationships.

± Tend to be the peacemakers, smoothing out

disagreements

± Wor k and make decisions collectively in a group

± Avoidance of unpopular decisions

± Showing f avor itism to f r iends



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Behavior (nAff)

� Moderate nAFF

± Eff ective management

± Balance wor k and relationships



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The Need For Power (nPow)

� The desire to have impact

� To be influential

� To control others



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Types (nPow)

A person's need f or power (nPow) can be one of two types

� People with a high need f or personal power want to

direct and influence others.

� Persons who need institutional power want to or ganize

the eff or ts of others to fur ther the goals of the or ganization.



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Behavior (nPow)

� Enjoy being in char ge

� Str ive f or influence over others

� Pref er to be placed into competitive and status-or iented

situations

� Tend to be more concer ned with prestige and gaining

influence over others than with eff ective per f ormance



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Behavior (nPow)

Four stages within the power or ientation

1. Drawing inner strength from others

2 . Strengthening oneself

3. Self-assertiveness

4. Acting as an instrument of higher authority



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Feedback (nPow)

� Managers with a high need f or institutional

power tend to be more eff ective than those with a high need f or personal power.

� The best managers are high in their needs f or

power and low in their needs f or affiliation.

� Power ful positions would be the stimulus to a

high power motive.



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Thematic Apper ception Test

� A tool to measure the individual needs of diff erent

people, a test of imagination

� Presents the subject with a ser ies of pictures, and is

asked to develop a story f or each picture

� Assumes is that the subject will project his own needs

into the story

� Finds out which type of job would be pref erable

accor ding to a person¶s dominant need



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Implications of T.A.T. f or Management

High need for achievement ±

- Given challenging projects with reachable goals.

- Provided f requent f eedback. - While money is not an impor tant motivator, it is an

eff ective f orm of f eedback.

High need for affiliation ±

- Employees with a high affiliation need per f orm best

in a cooperative environment.High need for power ±

- Management should provide power seekers the

oppor tunity to manage others.



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Combinations f or Manager ial Success

Large Organizations Entrepreneurial Small Organizations

nPOW ( HIGH ) nPOW ( MODERATE )

nACH ( MODERATE ) nACH ( HIGH )

nAFF ( MODERATE ) nAFF ( LOW )

Bullet 1Bullet 2



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Implications of Theory of Needs

� Achievement f ollows Affiliation

� High Power and Achievement give better per f ormance and career advancement

� Entrepreneur ial Managers need high achievement

f ollowed by moderately high power and a low affiliation

� Managers in lar ge or ganisation have a higher need f or

power



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Distr ibution of Need Behaviors

Need for Achievement

APPROACH

Must win at any cost

Must be on top and receive

all credit

AVOIDANCE

Fears Failure

Avoids responsibility and

action



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Need for Affiliation

APPROACH

Demands blind loyalty and

harmony

Does not tolerate disagreement

AVOIDANCE

Remains Aloof

Maintain Social Distance



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Need for Power

APPROACH

Control everyone and

everything

Exaggerates own position and

resources

AVOIDANCE

Dependent and subordinate

Minimizes position and

resources



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Ref erences ³David McClleland´ , at http://en.wikipedia.or g/wiki/David_McClelland ; accessed on 5th

September 2010.

³Human Relations Contr ibutors´, at http://www.accel-

team.com/human_ relations/hrels_06i_ ar gyr is.html ; accessed on 5th September 2010.

³Dr. David McClleland´, at http://www.salesdialogue.com/background_ mcclelland.htm ;accessed on 5th September 2010.

³David McClelland's 3-Need TheoryAchievement, Affiliation, Power ́ , at

http://f aculty.css.edu/dswenson/web/LEAD/McClelland.html ; accessed on 5th September

2010.

³David McClelland Theory of Needs What is the Theory of Needs?´, at

http://duniapsikologi.multiply.com/jour nal/item/5 ; accessed on 5th September 2010.

³David McClleland and Competencies´, at

http://www.nwlink.com/~donclar k/hr d/case/McClelland.html ; accessed on 5th September 2010.

³Motivation Theor ies´, at http://www.cliff snotes.com/study_guide/Motivation-Theor ies-

Individual-Needs.topicAr ticleId-8944,ar ticleId-8908.html ; accessed on 5th September 2010.

³David McCllelend Psychologist´, at http://www.mcclellandmedia.com/psych.html ; accessed

on 5th September 2010.

³David McClleland Motivational Needs Theory´ , at

http://www.businessballs.com/davidmcclelland.htm ; accessed on 5th September 2010.



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ORGASIONAL BEHAVIOUR - David McClleland

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