1- 10 MINUTES FOR JOINING MEETING.

2- ATTENDANCE WILL BE MARKED

AUTOMATICALLY BY ZOOM.

3- ALL THE VIDEOS WILL BE RECORDED

FOR THE OFFICIAL DOCUMENTATION.

4- PUT YOUR COURSE PACK ALONG WITH.

IMPORTAN Instructions for Online

T Classes
DR. HASSAN SOHAIB MURAD (Late)
 Principles of
Management
Section QCA
CR
ABDULLAH ARSHAD
@ 0344 0466655
FOR UPDATES

Email numan.aslam@umt.edu.pk
THE MOTIVATION THEORY THAT SAYS
THREE ACQUIRED (NOT INNATE) NEEDS FOR
ACHIEVEMENT, POWER AND AFFILIATION
ARE MAJOR MOTIVES IN WORK.

David McClelland Three Need Theory

NEED FOR POWER (NPOW)

DESIRE TO HAVE IMPACT ON OTHERS.

WANT TO CONTROL OTHERS.
INFLUENCE OTHERS.

NEED FOR AFFILIATION (NAFF)

DESIRE TO BE FRIENDLY
WANT INTERPERSONAL RELATIONS
NOT RIGID AND AVOID CONFLICT

David McClelland Three Need Theory

NEED FOR ACHIEVEMENT (NACH)

THE DRIVE TO SUCCEED AND EXCEL.

WANT TO DO SOMETHING DIFFERENT FROM
OTHERS.
LIKE COMPETITION AND WANT TO STAY ON
TOP.
WANT RESPONSIBILITY, FEEDBACK AND
MODERATE RISK.

David McClelland Three Need Theory

JOB DESIGN
THE WAY TASKS ARE COMBINED TO FORM
COMPLETE JOBS.

JOB SCOPE
THE NUMBER OF DIFFERENT TASKS
REQUIRED IN A JOB AND THE FREQUENCY
WITH WHICH THOSE TASK ARE REPEATED.

JOB ENLARGEMENT
THE HORIZONTAL EXPANSION OF JOB BY
INCREASING JOB SCOPE.

Designing Motivating Jobs

JOB DEPTH
THE DEGREE OF CONTROL EMPLOYEES HAVE
OVER THEIR WORK.

JOB ENRICHMENT
THE VERTICAL EXPANSION OF JOB BY ADDING
THE PLANNING AND EVALUATING
RESPONSIBILITIES.

JOB CHARACTERISTICS MODEL (JCM)

IDENTIFIES FIVE CORE JOB DIMENSIONS
REGARDING PRODUCTIVITY, MOTIVATION AND
SATISFACTION.

Designing Motivating Jobs

 SKILL VARIETY
A JOB REQUIRES A VARIETY OF ACTIVITIES SO
THAT EMPLOYEE CAN USE NUMBER OF
DIFFERENT SKILLS AND TALENTS.

TASK IDENTITY
A JOB REQUIRES COMPLETION OF WHOLE AND
IDENTIFIABLE PIECE OF WORK.

TASK SIGNIFICANCE
A JOB HAS A SUBSTANTIAL IMPACT ON LIVES
OR WORK OF OTHER PEOPLE.
Experienced and meaningfulness of work with High
Internal work motivation and High quality work
performance
AUTONOMY
A JOB PROVIDES FREEDOM, INDEPENDENCE
AND DISCRETION IN SCHEDULING AND
CARRYING IT OUT.
HIGH SATISFACTION WITH WORK

FEEDBACK
CARRYING OUT WORK ACTIVITIES BY A JOB
RESULTS IN INDIVIDUALS OBTAINING CLEAR
AND DIRECT INFORMATION ABOUT HIS OR HER
PERFORMANCE EFFECTIVENESS.
LOW ABSENTEEISM AND TURNOVER
LEADER
SOMEONE WHO CAN INFLUENCE OTHERS
AND HAS MANAGERIAL AUTHORITY.

LEADERSHIP
IS A PROCESS OF LEADING A GROUP OR
INFLUENCING THAT GROUP TO ACHIEVE
ITS GOALS.
EIGHT TRAITS ASSOCIATED WITH
LEADERSHIP

1- DRIVE

HIGH EFFORT LEVEL

HIGH DESIRE FOR ACHIEVEMENT
LOT OF ENERGY
PERSISTENT IN THEIR ACTIVITIES
SHOW INITIATIVE
2- DESIRE TO LEAD

STRONG DESIRE TO INFLUENCE AND

LEAD
WILLING TO TAKE RESPONSIBILITY

3- HONESTY & INTEGRITY

BUILD TRUSTING RELATIONSHIPS

HIGH CONSISTENCY BETWEEN WORD
AND DEED
4- SELF CONFIDENCE

FOLLOWERS LOOK TO THE LEADERS

FOR THEIR GOALS AND DECISIONS

5- INTELLIGENCE

DEAL WITH THE LARGE AMOUNT OF

INFORMATION
NEED TO CREATE VISION
SOLVE PROBLEMS & MAKE DECISIONS
6- JOB RELEVENT KNOWLEDGE

HIGH DEGREE KNOWLEDGE ABOUT

COMPANY, INDUSTRY AND TECHNICAL
MATTERS.
TO UNDERSTAND THE IMPLICATIONS OF
DECISIONS

7- EXTRAVERSION

ENERGETIC, LIVELY AND SOCIAL

8- PRONENESS TO GUILT

PRODUCES A STRONG SENSE OF

RESPONSIBILITY FOR OTHERS
AUTOCRATIC STYLE
WHO DICTATES WORK METHODS AND MAKES
UNILATERAL DECISIONS.

DEMOCRATIC STYLE
INVOLVES EMPLOYEES IN DECISION MAKING,
DELEGATE AUTHORITY AND USES FEEDBACK
FOR COACHING.

LAISSEZ-FAIRE STYLE
LETS THE GROUP MAKE DECISIONS AND
COMPLETE WORK IN WHATEVER WAY IT SEEMS
FIT.

Different Leadership Styles