Harvard Business Review

Introduction What is Management ? What is motivation ? Classification of Managers on the basis

of Social Motives Key Points of the Review Conclusion

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The process of dealing with or controlling things or people.

The responsibility for and control of a company or organization.

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A reason or reasons for acting or behaving in a particular way.

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The Three Social Motives

> Achievement: “better” = innovation, improvement, efficiency

> Affiliation: “friendliness” = belonging, intimacy, wanting to be liked

> Influence/Power: “influence” = impact on others, influencing

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Need for achievement. Achievement-motivated people do

things themselves. The manager’s job seems to call

more for someone who can influence people.

The top manager’s need for power ought to be greater than his or her need to be liked.

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Real-world performance are hard to measure.

Successful salespeople, may not be suited for management.

Absence of some standard measure of performance.

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The better the manager creates the morale, better are the results.

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Examining the motive scores of over 50 managers.

Over 70% managers were high in power motivation.

Individuals high in power and in control are more institution minded.

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Institutional Managers - are high in power motivation, low in affiliation motivation, and high in inhibition.

Affiliative Managers – people with higher need for affiliation.

Personal-Power Managers - those in whom the need for power is higher than the need for affiliation but whose inhibition score is low.

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They are more organization ‑ minded; Willing to sacrifice their own self-

interest.

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Workshops provide an opportunity to study the motivation patterns.

Filling of questionnaire and story writing.

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To find out what kind of managerial style the participants had.

Survey at least three subordinates of each manager at the workshop.

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“Managers Can Change Their Style” The managers were clearly more

effective after coming to terms with their styles.

Morale was higher.

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Training managers clearly improves their employees’ morale.

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Ken Briggs was doing so poorly as a manager.

He had almost no interest in influencing others.

He preferred to work back into sales.

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Workshops should be organised to identify the true potential of the managers.

Top management requires managers who can influence others rather than the ones who want to get the work done themselves or who wants to be liked.

Middle level managers should be the one with affiliation motivation factors, to create a work environment chaos free.

The employees such as salesperson should be achievement motivated to get better results.

Harvard Business Review