Need for Power Essay

The take away for ply is just integrity destiny of McClellands acquired emergencys theory. The Other Parts of the Theory are take away for Achievement and Need for Affiliation. I would like to stay and write nigh part The strike for Power.We prat find little theory nigh this topic (The involve for Power) in book Organizational Behavior on page 101. There is A third major soulfulness gather up is the necessity for queen the desire to control whizzs environment, including financial, material, informational, and piece resources. People vary greatly along this dimension. Some individuals spend lots time and energy seeking power, other avoid power if at all possible. People with a gamy need for power contribute be successful managers if three conditions are met. First, they mustiness seek power for the betterment of the organization rather than for their own interest. Second, they must have a fairly low need for tie because fulfilling a personal need for power may w ell alienate others in the workplace. Third, they need plentitude of self-control to curb their desire for power when it threatens to interfere with effective organizational or interpersonal 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, ferment Motivation in Organizational Behavior, McClelland and Burnham, Power Is the Great Motivator.We can set four stages within the power orientation1) Drawing inner peculiarity from others being a loyal follower and serving the power of other wad 2) Strengthening oneself beginning to play the power game, collecting symbols of status, one-upmanship, move to dominate situations 3) Self- self-assertingness becoming more than than aggressive and trying to falsify situations so as to use other people to achieve ones own targets 4) Acting as an instrument of higher strength identifying with just about organization or authority system and employing the methods learnt in stages 2 and 3 but now being able to claim musket ball legitimacy.Blake and Mouton (1964) would feature the kind of person who maximizes this kind of approach as having the Authority Obedience style of management concentrating on maximizing mathematical product through the exercise of personal authority and power.Individuals with a high need for power exhibit a number of characteristics. These individuals race to be more argumentative. We can see in real life that they are practically elected to political offices (member of government etc.). These individuals are also more assertive when a part of in- host discussions. They are known for displaying risk-taking behavior and they also tend to own more prestigious possessions such as expensive cars and credence cards. I think that this people tend to be and want to be on public display.In examing the motive wee-wees of over 50 managers of two high and low morale units in all sections of the homogeneous large company, we found that most of the managers over 70% were high in power penury compared with men in general. This finding confirms the fact that power motivation is primary(prenominal) for management. (Remember that as we use the term power motivation, it refers not to dictatorial behavior, but 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 liked. This relationship existed for 80% of the sales managers as compared with only 10% of the poorer managers. And the same held true for other managers in nearly all part of the company.In the research, product development, and operations divisions, 73% of the better managers had a stron ger 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 complete system get out break down.The manager with a high need for being liked is precisely the one who wants to stay on great wrong 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 stern spouse to help look after the kids, the affiliative manager, feeling sorry for the person, agrees nigh without thinking. (I am personally this kind of manager. I have a high need for being liked. I think that if people have a confidence in the manager he can do more things also not so popular and the people will allow in them and also him.)When President 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 inviolable manager. This kind of person creates poor morale because he or she does not understand that other people in the office will tend to regard exceptions to the rules as unfairto themselves, just as umteen U.S. citizens felt it was unfair to let Richard Nixon off and punish others less tough than he was in the Watergate scandal.Advantages / disadvantages There are both positive and prejudicial aspects in regards to the need for power. Being argumentative can be perceived as an ideal 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 progress by assisting in accomplishing tasks more efficiently. Participating in risk-taking behavior can allow an individual to experience more stem turn events in their life, but sometimes risk-taking behavior can lead to unsuitable 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 humanity 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.