McClelland

1
McClellands Motivational Preferences

• An examination of the effects of motivational
  preferences in IT management

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Situational Leadership

• Most managerial tasks require management of both
  task and interpersonal relationships
• Task specification refers to defining the job to
  be done
• Relationship management refers to taking care of
  the motivational needs of employees

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Situational Principles

• The appropriate motivational technique depends on
  the development level of the maturity level of
  individual employees on the specific task being
  managed

4
Hierarchy of Needs(Maslow)

• Lower needs dominate behavior until they are
  satisfied.
• Self actualization
• Esteem (recognition)
• Social (affiliation)
• Safety (security)
• Physiological (food, shelter, clothing)

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Maslow
Self Actualization
Esteem
Social
Hygiene
Security
Physiological
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Hersey-Blanchard

• Task Orientation Degree of specification
  required for structuring or defining a task for a
  worker
• Relationship Support required for an employees
  attitudes and personal feelings

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Hersey BlanchardTask-Relationship Grid
II Sell
III Consult
Relationship
I Tell
IV Delegate
Task
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Situational Growth

• As people mature, their managerial needs change
  from complete task definitions with little
  concern for relationship to a mature employees
  need merely for goals and feedback
• The most difficult managerial stage is stage II
  (Sell) which requires maximum time in both task
  and relationship

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Management Styles

• Most managers have one or two styles that they
  are most comfortable with.
• The art of effective management is matching a
  managerial tactic to the current needs of the
  employee
• The most effective managers employ the widest
  range of styles

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Sub Optimal StrategiesAbandonment
II Sell
III Consult
Relationship
I Tell
IV Delegate
Task
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Sub-Optimal StrategiesTechnical
II Sell
III Consult
Relationship
I Tell
IV Delegate
Task
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Sub-Optimal StrategiesAmerican
II Sell
III Consult
Relationship
I Tell
IV Delegate
Task
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Motivational Needs(McClelland)

• Need for Achievement
• Need for Affiliation
• Need for Power

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McClelland

• The Achieving Society
• TAT and other evaluation tools
• The value of power

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Need for Achievement

• Represents a need to accomplish.
• Evaluators, not risk takers
• Concerned more with accomplishment than reward
• Need feedback on work
• High task, low relationship

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Need for Affiliation

• Represents a need for establishing, maintaining
  or restoring a positive friendship relationship
  from peers and colleagues.
• Peer acceptance more important than managerial
  rewards
• Good as support staff
• High relationship

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Need for Power

• Need for accomplishment through others
• Socialized vs unsocialized power
• Respond to competition
• Desire recognition
• Risk takers

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nAch and nPow

• Both lead to outstanding activity
• Power people understand and are active in
  politics
• Power people seek to control channels of
  communication
• Achievement seek to improve daily performance
• Achievement people are uncomfortable with
  politics or control

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Motivational Profiles It takes all kinds
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Typical Profiles
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Typical ProfileSales
Pow
Ach
Aff
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Typical ProfileEntrepreneur
Pow
Ach
Aff
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Typical ProfileCorporate Manager
Pow
Ach
Aff
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Typical ProfilePolitician
Pow
Ach
Aff
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Typical ProfileSupport Staff
Pow
Ach
Aff
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Typical ProfileTeacher
Research
Instruct
Pow
Ach
Aff
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Typical ProfileIT
Pow
Ach
Aff
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IS Motivation
The computer field attracts people with the
highest growth need of all 500 occupations
measured, they have the lowest need for social
interaction Couger, Computerworld, 1990
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The Basic Profiles
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The High Achievement Profile

• Evaluators who take calculated risk. Prefer
  moderately difficult challenges, and work harder
  on these tasks.
• Objectives and challenges work. Accurate
  feedback on task difficulty appreciated.

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The High Achievement Profile

• Tend to perceive their probability of success as
  high, but become more accurate with information
  or practice. Rely on facts with a generalized
  optimism.
• Feel they are better than average. May
  overcommit unless they are experienced.

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The High Achievement Profile

• Work hardest for personal achievement or when
  their efforts will make a difference in the
  outcome. Not particularly motivated by routine,
  unchallenging tasks.
• Value a reward system that rewards individual
  contribution. Assign challenging work.

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The High Achievement Profile

• Derive satisfaction from having initiated an
  action that is successful.
• Prize freedom and independence. Do not take
  well to suggestions or directions about what they
  should think or do. Set collaborative goals.

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The High Achievement Profile

• Need accurate feedback on performance.
• Want feedback and evaluation based on results
  rather than procedures or feelings and
  relationships.

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The High Achievement Profile

• Believe that pay for difficult tasks should
  increase more rapidly than do non nAch profiles.
• Pay recognition for skills and performance is
  important as a measure of success.

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The High Achievement Profile

• Value experts over friends.
• Expert power and expertise are necessary in
  establishing managerial authority.

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The High Achievement Profile

• Tend to avoid conflict.
• May need to recast conflict or consciously manage
  conflict situations to avoid withdrawal or caving
  in.

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The High Affiliation Profile

• Tend to avoid leadership
• Very uncomfortable making hard decisions that
  will lead to alienation. Will go along to gain
  approval rather than set the pattern

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The High Affiliation Profile

• Value friends over experts
• May choose poor advisors. Peer pressure may be
  paramount. Necessary to sway the whole group.

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The High Affiliation Profile

• Tend to lack discipline and organization
• May need outside structure and organization.

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The High Power Profile

• Comfortable with magager and leadership roles.
• Enjoy motivating and leading others. Tend to
  collect trappings of power and authority.
  Important to distinguish socialized from
  unsocialized (selfish) power.

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The High Power Profile

• Wish to control the means of influencing
  subordinates
• Likely to be status and position conscious. Very
  concerned with process and authority.

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The High Power Profile

• Enjoy conflict and disputes
• May appear pushy and confrontational. May get
  their way at the expense of organizational growth.

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Consequences
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Motivational Consequences

• Hard to change fundamental character
• Can reframe statements from one Need structure to
  another
• Useful to speak in the language of the person
  being managed
• Defined in terms of language

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Evaluation of Profiles

• Thematic Apperception Test
• Analysis of stories and examples related in free
  form by subjects.

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Practical Evaluation Approaches

• Verbal cues from stories and conversations
• Hero
• Subject or person that the individual discusses
• Press
• Environment around the hero that exerts influence
  on the hero
• Focus
• Uniqueness, Intensity, Frequency

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Evidence of nPow

• Identifies self as hero
• Influence or defeatr others in stories
• Surroundings (office walls, car, etc.)

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Evidence of nAff

• Hero has one or more social ties
• Hero is a member of a congenial group
• Hero often seen at social events
• Surroundings (pictures, activities, etc.)

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Evidence of nAch

• Others as hero, or may not have one
• Tend to be reluctant in telling stories
• Focus on success or professional activities
• Surroundings (activities, etc.)

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Sources of Power(French Raven)

• Reward (ability to grant rewards)
• Coercive (punishment)
• Legitimate (leader has a right)
• Referent (identification with what or who the
  leader represents)
• Expert (knowledge or expertise)

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Motivation

• Salary and extrinsic motivation
• Intrinsic and social motivation
• Leadership and headship

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Motivational Opportunity

• All motivational profiles are valuable
• Determine the primary motivational profile of
  colleagues and associates
• Offer appropriate social rewards for performance
  in kind other than money or promotion.

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People

• IT Motivational Profile
• Recruiting and Retention
• Teams and Projects

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Rational Retention Strategies

• Train Retain
• Train Replace
• Entrepreneurial
• Layered Skills
• Restrict Limit
• Outsource

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