...productivity’ (Greiner 1986, p. 82). Motivation can have an effect on the output of your business and concerns both quantity and quality. For example, if you are in a manufacturing company, your business actually relies heavily on your production staff to make sure that quality product are being produce and being delivered to your client at the right time. However, if your production employees are lack of motivation they will be not motivated to produce the amount of product demanded, thus will be very costly. In the essay below, we will be discussing on the strength and weaknesses of McClelland’s acquired needs theory and the expectancy theory. McClelland proposed that an individual’s particular needs are obtained over time as a result of life experiences (Wood et al. p. 146). Most of these needs fall into three general categories of needs which can be class as need for achievement, affiliation or power. The strengths of the McClelland’s acquired needs theory is that it provides a clear picture for the organization and the managers to know which type of job are suitable for the employees and which types of people that can make the organizations more successful. According to the article, the authors stated that managers who have strong power of needs are more successful than those with lower power needs (Wagner &...
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...What motivates employees to perform? Is it money? Power and Prestige? Camaraderie? Personal achievement? On the surface, it is logical to assume that money motivates people to work. Money is needed to meet the basic needs such as food, clothing and shelter. The more money you make, the more things you can afford to buy. Money is a captivating motivator. But, it isn’t the only factor that drives employees to perform. What about power and prestige? Is Flight Operations Vice-President Captain Deborah McCoy of Continental Airlines more influenced by her big paycheck or is it the need for control, recognition and status symbols that drives her? What about Camaraderie? Some workers excel in work environments where there is a lot of human interaction and harmony within the group. Others prefer to work alone, rarely having to deal with other people. What about personal achievement? Take for example, two employees who go to work for the same company at the same time, same job, same pay. One stays on the same job for 20 years content with where he is. The other, over the same 20 years, advances within the company to more and more difficult jobs with more and more responsibility until he reaches upper management where he finds himself not nearly as happy as the other guy. He is making much more money, yet he is unhappy. Perhaps, he never was “suited” for a management position. Is there a way to know which employees are better suited for which jobs? David McClelland thought...
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...Creating a Plan for Positive Influence Organizational Leadership / LDR531 When we work in a group towards a common goal in business there are some obvious advantages to not working on a project alone. “Groups are an excellent vehicle for performing many of the steps in the decision-making process and offer both breadth and depth of input for information gathering. If group members have diverse backgrounds, the alternatives generated should be more extensive and the analysis more critical. When the final solution is agreed on, there are more people in a group decision to support and implement it.” (Robbins & Judge, 2011, p. 295) To have an effective team you have to have as much diversity as you possibly can to avoid the possibility of having every member thinking the same way and not getting the best possible outcome. The more input you have from people with different opinions the more you can have open discussion and group members teaching and learning from each other while bringing up options that you would have never come up with otherwise. This doesn’t come easy of course; every member of our team working on this project is coming from different backgrounds and has their own set of values. This is a breeding ground for conflict but it doesn’t have to be the end to effective collaboration and the potential to achieve the goal of the group. According to "Resolving Team Conflict" (1996-2013), “Conflict can be constructive as long as it is managed and dealt...
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...Describe one or more of the motivational theories and explain how the theories connect to each of your selected motivational strategies. |Team Member Name |Summary of Individual Characteristics |Motivational Strategy and Action Plan |Relevant Theory | | | |Because of his increased job satisfaction and |The motivation theory relevant to this situation is | | |The employee has a higher job satisfaction and he is quite |optimism, Edward Jones may not be difficult to be |McClelland’s theory of needs saying that power, | |Edward Jones |deliberate. His strengths are represented by optimism, hard work |motivated. In order to do this the company needs |achievement, and affiliation are important needs | | |capabilities, and higher emotional intelligence. However, he is |to make him preserve his higher job satisfaction |that help explain motivation | | |not able to properly accept critique and may get subjective in |and optimism; the company will make sure that he | | | |job-related matters. |is given appropriate authority into doing...
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...manufacturing, it is heavily reliant on the production staff to make sure the good is being produced with quality and in quantity and on the right time. However, if the employees lack the motivation needed to do this task, they will not produce the amounts of goods demanded, therefore being costly towards the business. In the essay below, we will be discussing whether the needs theories of motivation compare to the contemporary management practice. McClelland anticipated that a person's needs are attained over time as a result of life situations (Wood et al. p. 146). Majority of the experiences three different sectors of needs, which can be classified as the need for achievement, the need for affiliation or the need for power. The strengths about McClelland’s acquired needs theory is that it gives us a clear and easy to understand picture for an organization and managers to know how to classify their employees therefore putting better uses to the employees skills. The article states that, persons who have strong sense of needs are better off than persons without (Wagner & Swanson 1979, p. 66). McClelland states that managers, who are interested in power, recognized that you get things done inside organizations only if you can influence the people around you. That these people focus on building power through...
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...project schedules can be somewhat hectic at times, it is important to make sure there are qualified people working on each part of the project and that each person knows exactly what their objectives are and what is expected of them. As project manager, if the project fails, you are responsible. Maintaining a good relationship with the project team as well as making sure they are capable of successfully working together is essential to producing a solid and reliable product. Understanding different personality types and figuring out the needs of others is key when working with a group of people. It is important to find out who works best with who and in what area each person feels the most comfortable. Getting to know your team’s strengths and weaknesses will allow you to put them in...
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...ns to energize individuals ○ Prime movers of behaviour by activating emotions ○ Represent a universal and innate brain function that produces emotions that energize individuals to act on their environment. ○ Drives are innate and universal; we are born with them and everyone has them. ○ ○ ● Several human drives identified in research: i. Drives for social interaction ii. For knowing what goes on around you iii. For competence or status iv. For defending against physiological & psychological harm or loss Needs goal directed forces that people experience ○ Drivegenerated emotions directed toward goals ○ Goals formed by selfconcept, social norms, and experience Needs and drives, McClelland’s needs theory, Maslow hierarchy of needs ● The individual’s selfconcept (including personality & values), social norms, and past experience amplify or suppress drivebased emotions thereby resulting...
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...Motivational Theories Seven people were chosen who were thought to be representatives of a diverse work force. The data was compiled provided by the Work Motivation Survey found on the University of Phoenix resource page to determine what the individual strengths and weaknesses were of the team. Next, four motivational theories were chosen that were believed to be the best motivators to help the team through the changes caused by the merger/acquisition. The purpose of this paper is to assess the impact of the data that was gathered on employee job satisfaction and motivation. Personality Profiles Data, from the following individual surveys, is compiled in Table 1. Individual #1 Team member #1 is male and has worked with the company over 10 years as a professional. He is highly motivated by completing difficult challenges. He has a strong need to be liked by others and enjoys building close relationships with his co-workers. However, he would much rather work by himself. He is not motivated by setting and achieving goals and is only moderately competitive. He does not prefer an authoritative role and enjoys feedback on his work progress. Individual #2 Team member #2 is a male who has worked with the company less than two years in production/assembly. He is not motivated to improve his work performance and prefers little or no competition. He has problems focusing on the task at hand because of socializing with fellow co-workers. He desires...
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...Introduction Let me start off by telling you a little background on my mentor. Her name is Jerri Benson. She has been with The Home Depot for ten years as a Merchandising Assistant. She played a major part in training me when I became a Merchandising Assistant as well. In this motivational plan, I am going to give my mentor Jerri Benson, an action plan with strategies as my team members being the employees working for the same company. I will discuss the following: Summary of Individual Characteristics, Motivational Strategy and Action Plan as well as Relevant Theory to hold all this together. Summary of Team DiSC Assessment In my team recent assessment with the 360 Reach, we learned that the assessment provides an analysis of your strengths and weaknesses. It also provides an opportunity for your peers, managers, clients, and business associates to provide an honest evaluation of you. We also discovered our benefits, lessons learned and the difference in the previous assessment we took at the being of the course. Also, my team members pointed how they can improve in areas that may be recurring from the past assessment. We came to the conclusion that even though the DiSC and 360 Reach are similar in so many different ways. They too are different and points out other things you may not have known about yourself. Summary of Individual Characteristics When conducting the DiSC assessment on my team I was able to see a few of these characteristics that they use in their professional...
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...- Recommendations – Make your recommendations as specific as possible. Include details. For example: ■ Weak: “To meet her need for belongingness/affiliation, I would appoint Felicia to a team.” ■ Stronger: “To meet her need for belongingness/affiliation, Felicia should be appointed to the Warehouse Quality Improvement Team. Team members include X, Y, and Z. Benefits of relationships with these contacts include…Team leader will be asked to mentor Felicia for possible succession to the role of facilitator. Per Theory A, these actions will contribute to Felicia’s sense of belongingness by…” Notice how in the above example, the writing has eliminated first person pronouns by rephrasing. - Sources – Use APA to cite/reference and other sources. Use the skills learned in weeks 4 and 5. Go to your online library. Find academic scholarly peer reviewed articles to support and justify all opinions. Back-up opinions and observations with the experts. Paraphrase all. No quotes are allowed. HEADINGS AND TOPIC SENTENCES: To ensure full credit, do not include the boldface headings that appear in the outlines for your papers. Be sure, however, that you do outline as you plan your paper. Planning is a key to success. Also remember that all papers in your 571 class must be submitted to GROWS before submitting for grading. Manage your time accordingly. Papers that do not include APA formatted headings may be returned for correction. Late penalties...
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...Dynamics & Ethics If there is one thing I learned from my forbidden Island game experience with my teammates, it is what Phil Jackson said, ‘the strength of the team is each individual member. The strength of each member is the team.’ Our team dynamics during the game attests to the truth of that statement. Our team was simultaneously weakened, and strengthened by this principle. Group Formation In the first round of the game, although we had read the rules of the game, we were all unsure of how to execute the instructions, so the member who had previous exposure to the game, emerged as the natural leader of the group. During this team forming stage, members were mostly subdued, and compliant, as we were all trying to establish what the rules of engagement were. Although we had worked together as a team before, group norms had not yet been established. During this round, we established some norms and values such as deciding how much we would stick to the game rules. It was determined that we would follow the rules of the game even if it meant that we lost the game. We adhered to these values for all consecutive plays, even when it meant that we were the worst performing team in the class by losing all 3 games. Roles and responsibilities within the team were also cemented as people’s strengths and weaknesses became more apparent. 2nd Round In the second round, when people had to play for points, people’s motivators became really evident. We had one self...
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...All About Me ------------------------------------------------- Top of Form Bottom of Form * Home * Contact Us * About * The Author * This Blog David McClelland’s Theory of Needs Posted by emarmabasa on October 20, 2009 · Leave a Comment Over the years behavioral scientists have observed that some people have an intense need to achieve; others, perhaps the majority, do not seem to be as concerned about achievement. This phenomenon has fascinated David C. McClelland. For over twenty years he and his associates in Harvard University studied this urge to achieve. McClelland’s research led him to believe that the need for achievement is a distinct human motive that can be distinguished from other needs. More important, the achievement motive can be isolated and assessed in any group. Also, he developed an Achievement Motivation Theory consisting of the following set of needs: * Achievement * Affiliation * Power The Need for Achievement This need is the extent to which a person wants to perform difficult, challenging, but attainable tasks in a high level. Persons with this need have the following characteristics: * They want to have success and need to receive positive feedback often * They seek to stretch themselves and thus tend to avoid low-risk and high-risk situations. They avoid low-risk situations because the easily attained success is not a genuine achievement. In high-risk projects, achievers see the outcome as...
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...JFT2 Organizational Management Task 2 Developing an action plan for Anne Ewers The Utah Symphony has proven its ability to generate substantial sums of Revenue with both performance revenues and by securing large sums of income from governmental grants along with generous contributions from individuals, corporations and foundations. The Symphony’s ability to draw large crowds along with their demanding schedule length allows them to offer the community ample opportunities to participate. The Symphony provides sustainability for 83 full time musicians, and this allows them to concentrate on the goals of the Symphony without the worries of looking for other income opportunities. Mr. Lockhart is a very talented and experienced music director that has a personal commitment to his symphony. Mr. Lockhart’s role as the music director comes with many challenges, it is through these challenges that he has elevated the Utah Symphony to the status they enjoy today. The musicians and Mr. Lockhart have developed a relationship of trust and respect, Mr. Lockhart has publicly acknowledged how important they are to the overall success of the symphony and his success as a director. The Utah Symphony has a very demanding schedule and with it comes great expense; the symphony needs to look for cost cutting options to maintain operations. They are relying on generous governmental funding and other contributions that are simply not what the previously had been. The symphony will need to...
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...Personal Evaluation of Entrepreneurial Characteristics Introduction The purpose of this report is to give a wide overview about the aspects of the entrepreneur and examine the student’s characteristics in this respect. This will be achieved by presenting three strengths and three weaknesses of the student relating with them theories that have been developed by scholars over the years. The Table 1 below is a summary of some contributions that have been made by economists, sociologists, political scientists etc. in their effort to define the entrepreneurial personality. However there is not a term that has been universally accepted yet. Joseph Schumpeter was the first scientist that made contributions trying to examine the entrepreneurial character. He argued, “It is in most cases only one man or a few men who see the new possibility and are able to cope with the resistance and difficulties which action always meets with outside of the ruts of established practice” (Joseph A. Schumpeter, 1947). Table 1: Definitions of Entrepreneur (Journal of Entrepreneurship, 2000) 1. Strengths 1.1 Risk Taker Scientists have given a lot of emphasis on the characteristic of risk bearing with respect to the entrepreneurs. Noah Webster in Webster’s Third New International Dictionary (1961) refers to the entrepreneur as “the organizer of an economic venture, especially one who organizes, owns, manages and assumes the risk of a business”. On the other hand, Schumpeter (1934) argued...
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...JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY MASTERS OF BUSINESS ADMINISTRATION UNIT : ORGANISATION BEHAVIUOR ASSIGNMENT : DISCUSS MOTIVATING SENIOR MANAGERS LECTURER : DR MUGAMBI 1. TITUS AGALLA HD333-C005-2835/2011 Introduction Definitions Motivation Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviors. For instance: An individual has not eaten, he or she feels hungry, as a response he or she eats and diminishes feelings of hunger. Motivation- the concept According to Webster’s New Collegiate Dictionary, a motive is “something (a need or desire) that causes a person to act.” Motivate, in turn means “to provide with a motive,” and motivation is defined as “the act or process of motivating.” Thus motivation is the act or process of providing motive that causes a person to take some action. In most cases motivation comes from some need that leads to behavior that results in some type of reward when the need is fulfilled. Rewards Rewards can take two forms. They can either intrinsic/internal rewards or extrinsic/external rewards. Intrinsic rewards are derived from within the individual. For a healthcare employee this could mean taking pride and feeling good about a job well done (e.g. providing excellent patient care). Extrinsic rewards pertain to rewards that are given by another person, such as a healthcare organization giving bonuses to teams of workers when quality...
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