managing bodies: david c. mcclelland and organizational motivation, 1963- 1989 matthew j. hoffarth...
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Managing Bodies: David C. McClelland and Organizational Motivation, 1963-
1989
Matthew J. HoffarthUniversity of Pennsylvania
Cheiron 2015June 19, 2015
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David C. McClelland (1917-1998)
• Question: Why did McClelland’s research transition in the late 1960s and early 1970s from an interest in ‘achievement motivation’ to that of ‘power motivation’?
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‘Organizations’Personality
Individual Body
Business
Nation
World
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Talcott Parsons (1902-1979)
Max Weber (1864-1920)
The Protestant Ethic and the Spirit of Capitalism
1930 (1905)
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“What is true for business is also true
for a country, but this is not widely recognized.”
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Some countries in which McBer conducted achievement motivation training:
Ethiopia
Guyana
India
Iran
Morocco
Uganda
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(1)Outperforming someone else(2)Meeting or surpassing some self-imposed
standard of excellence(3)Doing something unique(4)Being involved in advancing one’s career
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Douglas McGregor (1906-1964)
The Human Side of Enterprise (1960)
Core principle of Theory Y: creating “that degree of integration in which the individual can achieve his goals best by directing his efforts toward the success of the
organization.”
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Charismatic Leaders
John F. Kennedy (1917-1963)
Martin Luther King, Jr.(1929-1968)
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Massachusetts Achievement Trainers Incorporated (later, Motive Acquisition Technology Corporation)
Founded in 1969, with McClelland as Advisor
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Begeisterung: ‘inspiritment’(often translated as ‘enthusiasm’)
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Business Leadership TrainingMinneapolis, MN
1976-1977
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David C. McClelland Richard Boyatzis
Questions: • Why do so-called ‘model minorities’ achieve economic
success when others do not? • Can we train every group to be as successful as the
‘model minorities’?
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Companies for which McBer provided management consulting and assessment included:
Rohm and Haas
International Business Machines (IBM)
Xerox Corporation
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Christina Maslach and the Maslach Burnout Inventory
Harrison Gough reading his California Psychological Inventory
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Natasha ZaretskyNo Direction Home
(2007)
Fear of a ‘productivity lag’ as companies adopt information technology and nation transitions from industrial production to a post-industrial service economy
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How do you relate the need for power with everythingthat has been researched and said in recent years on “participative management?”
McClelland: “Participative management has more to dowith a manager’s style than with his/her goals. A person with a high need for power or influence may practiceasking for participation because this is the best way to influence the corporation to achieve its goals, but he/sheis still very much in charge.
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Commonly used TAT images in McClelland and colleagues’ research:
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The “1 Percent”:
An Embattled Minority?
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McClelland’s steps for minority uplift (and thus global development):
• Instill feelings of superiority in minority group
• Support group with resources and opportunities for advancement
• Expand this on a global scale
Intended Result: Universal economic prosperity
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McBer promotional brochure, c. 1982
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Lyndon Baines Johnson“Great Society” – 1964-65
Sargent Shriver“War on Poverty”
Management ConsultingFirms: