mcclelland's three-needs theory
TRANSCRIPT
![Page 2: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/2.jpg)
His Educational Background
McClelland earned his:• BA in 1938 at Wesleyan University• MA in 1939 at the University of Missouri • Ph.D. in experimental psychology at Yale University in
1941• McClelland taught at the Connecticut College and
Wesleyan University before accepting, in 1956, a position at Harvard University
• After his 30-year tenure at Harvard he moved, in 1987, to Boston University, where he was a Distinguished Research Professor of Psychology until his death at the age of 80.
![Page 3: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/3.jpg)
McClelland’s Three-Needs Theory
David McClelland proposed that an individual’s specific needs are acquired over time and are shaped by one’s life experience
![Page 4: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/4.jpg)
The theory states three basic needs
• Need for achievement
• Need for power
• Need for affiliation
![Page 5: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/5.jpg)
Need for achievement
• Personal responsibility
• Feedback
• Moderate Risk
• In Summary: The drive to excel, to achieve in relation to a set of standards, and to strive for success
![Page 6: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/6.jpg)
Need for power
• Influence
• Competitive
• In Summary: The need to make others behave in a way that they would not have behaved otherwise
![Page 7: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/7.jpg)
Need for Affiliation
• Acceptance and friendship
• Cooperative
• In Summary: The desire for friendly and close interpersonal relationships
![Page 8: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/8.jpg)
People who have high achievement needs are different
from others in the following ways:
• They seek personal responsibility for finding solutions to problems
• They need rapid feedback on their performance; they are usually very frustrated by not receiving feedback, and the quicker the better.
• They are not gamblers but instead set appropriately challenging goals
• They want to stretch themselves, so they set goals that are challenging, but ones that they receive, they at least have a 50% chance of attaining
![Page 9: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/9.jpg)
A person's need for power can be one of two types - personal
and institutional
• People who need personal power want to direct others, and this need often is perceived as undesirable.
• People who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization.
• Managers with a high need for institutional power tend to be more effective than those with a high need for personal power.
![Page 10: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/10.jpg)
People with a high need for affiliation need:
• Harmonious relationships with other people and need to feel accepted by others
• They tend to conform to the norms of their work group.
• High Affiliation individuals prefer work that provides significant personal interaction; they perform well in customer service and client interaction situations.
![Page 11: McClelland's Three-Needs Theory](https://reader036.vdocuments.us/reader036/viewer/2022071921/55cf9ac0550346d033a33a51/html5/thumbnails/11.jpg)
Cited Sources
• http://en.wikipedia.org/wiki/David_McClelland• http://www.accel-team.com/human_relations/hrel
s_06_mcclelland.html• http://www.businessballs.com/davidmcclelland.ht
m• http://www.netmba.com/mgmt/ob/motivation/mcc
lelland/• http://www.dushkin.com/connectext/psy/ch09/bio
9b.mhtml