Overview
This lecture covers David McClelland's Acquired Needs Framework, focusing on the motivation needs of achievement, affiliation, and power, and how these are influenced by life experiences.
Acquired Needs Framework Basics
- Developed by David McClelland as a need-based motivation theory.
- Focuses on three core needs: achievement, affiliation, and power (manifest needs).
- These needs are learned through cultural, social, and family experiences.
Need for Achievement
- Involves a strong desire to accomplish goals or tasks better than before.
- High achievers set moderately difficult goals and take moderate risks.
- They seek immediate, specific feedback on performance.
- Preoccupied with work, often thinking about it outside work hours.
- Assume personal responsibility and often volunteer for extra duties.
- Struggle with delegating tasks, preferring to do things themselves.
- Gain satisfaction from outperforming peers without assistance.
Achievement and Management
- High-need achievers often advance quickly but rarely reach top management.
- Traits like reluctance to delegate and desire for feedback conflict with executive roles.
- Top managers must delegate, make varied risk decisions, and often lack immediate feedback.
Key Terms & Definitions
- Acquired Needs Framework — a theory that motivation stems from learned needs for achievement, affiliation, and power.
- Need for Achievement — desire to accomplish tasks effectively and outperform previous standards.
- Manifest Needs — another term for acquired needs, visibly expressed through behavior.
Action Items / Next Steps
- Review contrasting needs for affiliation and power (not covered in this lecture).
- Reflect on personal dominant acquired needs and how they influence work behavior.