Need for Power Essay

The learn for mightiness is just genius severalize of McClellands acquired inescapably theory. The Other Parts of the Theory are choose for Achievement and Need for Affiliation. I would like to stay and write about part The pack for Power.We privy find little theory about this topic (The select for Power) in book Organizational Behavior on page 101. in that location is A third major individual motive is the need for power the desire to control whizs environment, including financial, material, informational, and human resources. batch set out greatly a yearn this dimension. Some individuals spend much m and zip bewitchking power, other avoid power if at all possible. People with a spunky need for power can be fortunate managers if three conditions are met. First, they must seek power for the break-dancement of the physical composition rather than for their proclaim interest. Second, they must shake a fairly base need for affiliation because fulfilling a persona l need for power whitethorn well alienate others in the workplace. Third, they need plenty of self-control to jibe their desire for power when it threatens to interfere with effective shapingal or social family relationship.Resources for this theory David McClelland and David H. Burnham, Power Is the Great motivator, Harward business Review, March-April 1976, pp. 100-110. Pinder, Work Motivation in Organizational Behavior, McClelland and Burnham, Power Is the Great Motivator.We can identified four stages deep down the power orientation1) Drawing inner strength from others organism a loyal follower and serving the power of other people 2) beef up oneself beginning to play the power game, collecting symbols of status, one-upmanship, trying to dominate situations 3) self-assertiveness becoming more(prenominal) aggressive and trying to manipulate situations so as to use other people to achieve ones own targets 4) Acting as an instrument of uplifted authority identifying wi th some ecesis or authority system and employing the methods learnt in stages 2 and 3 exclusively now being able to claim formal legitimacy.Blake and Mouton (1964) would suffer the mannequin of person who maximizes this kind of approach as having the Authority moot style of management concentrating on maximizing harvestingion through the process of personal authority and power.Individuals with a high need for power acquaint a number of characteristics. These individuals tend to be more argumentative. We can see in real life that they are often elected to policy-making offices (member of government etc.). These individuals are also more assertive when a part of in-group discussions. They are known for displaying risk-taking behavior and they also tend to own more prestigious possessions such as expensive cars and credit cards. I mobilize that this people tend to be and want to be on existence display.In examing the motive scores of over 50 managers of both high and low m orale units in all sections of the same large company, we base that most of the managers over 70% were high in power pauperization compared with men in general. This finding confirms the fact that power motivation is in-chief(postnominal) for management. (Remember that as we use the term power motivation, it refers not to despotic behavior, solely to a desire to have impact, to be strong and influential). The better managers, as judged by the morale of those working for them, tended to score even higher in power motivation. But the most important determing factor of high morale turned out not to be how their power motivation compared to their need to achieve but whether it was higher than their need to be want. This relationship existed for 80% of the sales managers as compared with only 10% of the poorer managers. And the same held unbent for other managers in nearly all parts of the company.In the research, product development, and operations divisions, 73% of the better managers had a stronger need for power than a need to be liked (or what we term affiliation motive) as compared with only 22% of the poorer managers. Why should this be so? Sociologists have long argued that, for a bureaucracy to function effectively, those who manage it must be universalistic in applying rules. That is, if they make exceptions for the particular needs of individuals, the whole system result break down.The manager with a high need for being liked is precisely the one who wants to stay on inviolable terms with everybody, and, therefore, is the one most likely to make exceptions in terms of particular needs. If an employee asks for time off to stay home with a sick spouse to assist look after the kids, the affiliative manager, feeling sorry for the person, agrees almost without thinking. (I am in person this kind of manager. I have a high need for being liked. I think that if people have a faith in the manager he can do more things also not so popular and the p eople will accept them and also him.)When chairwoman Ford remarked in pardoning ex-President Nixon that he had suffered enough, he was empathizing primarily with Nixons needs and feeling. Sociological theory and our data both argue, however, that the person whose need for affiliation is high does not make a good manager. This kind of person bring into beings poor morale because he or she does not derive that other people in the office will tend to regard exceptions to the rules as inequitableto themselves, just as many U.S. citizens felt it was unfair to let Richard Nixon off and punish others less involved than he was in the Watergate scandal.Advantages / disadvantages There are both positive and negative aspects in regards to the need for power. Being argumentative can be perceived as an sample expression of ones opinion although it can also create threatening environments for those of a more compliant nature. Having an assertive manner in group discussions can make others feel as though one is dominating a discussion within the group. However, this individual may have a profound impact on the groups improvement by assisting in accomplishing tasks more efficiently. Participating in risk-taking behavior can allow an individual to experience more radical events in their life, but sometimes risk-taking behavior can lead to undesirable consequences. Owning luxurious items tends to be costly, even though these possessions may make one feel good about themselves and their lives.My conclusionThe need for power is good if it is useful for organization and also if the manager can use some kind of munificence to the other. For manager figure is very important the confidence. The people (other) must confidence in him and then they will better in accept his conclusion.