power is the great motivator
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Power is the great motivator a Harvard Business Review by David C McClelland and Davis H BurnhamTRANSCRIPT
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Harvard Business Review
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Introduction What is Management ? What is motivation ? Classification of Managers on the basis
of Social Motives Key Points of the Review Conclusion
Harvard Business Review
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The process of dealing with or controlling things or people.
The responsibility for and control of a company or organization.
Harvard Business Review
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A reason or reasons for acting or behaving in a particular way.
Harvard Business Review
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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
Harvard Business Review
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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.
Harvard Business Review
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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.
Harvard Business Review
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The better the manager creates the morale, better are the results.
Harvard Business Review
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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.
Harvard Business Review
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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.
Harvard Business Review
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Harvard Business Review
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They are more organization ‑ minded; Willing to sacrifice their own self-
interest.
Harvard Business Review
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Workshops provide an opportunity to study the motivation patterns.
Filling of questionnaire and story writing.
Harvard Business Review
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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.
Harvard Business Review
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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.
Harvard Business Review
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Harvard Business Review
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.
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Harvard Business Review