Aditya Bikram Dash, 28th February 2022

MGMT 5100 PAA 5 – Individual and Organizational Motivation

PAA 5 - Individual and Organizational Motivation

Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

Contents
PAA 5 - Individual and Organizational Motivation ....................................................................... 1

A. Concrete Experience ................................................................................................................ 3

B. Reflective Observation ............................................................................................................ 4

C. Abstract Conceptualization...................................................................................................... 4

Was I the right person for the role? ............................................................................................ 5

Power ...................................................................................................................................... 6

Affiliation ............................................................................................................................... 6

Achievement .......................................................................................................................... 7

Was the role one that I wanted to take on? ................................................................................. 7

D. Active Experimentation .......................................................................................................... 8

REFERENCE ................................................................................................................................ 10
Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

A. Concrete Experience

Back in college, I was elected as college president; I was responsible for all of the college's

internal and exterior operations at the time. Having the title of the president has given me a boost

of confidence, and it's a fact that there will be people working under me, which has given me a

sense of accomplishment. Delegating tasks and approving or rejecting new ideas fall under my

pure view. Being president, on the other hand, didn't give me the authority or privilege to direct

how the organization's operations run; rather, when issues arise, others are supposed to find a

solution. Because I am the organization's initial point of contact, I am held responsible for

everything, especially when we are having a hard time. My colleague has reached a breaking

point where they no longer appear motivated. It's not like they have the same amount of

perseverance or drive as I have. They do what I tell them, but I can tell that they lack excitement

for the work they are supposed to be doing.

As much as I'd prefer not to be demanding, their lack of initiative drives me to take a more

demanding approach with them. That way, I could handle everything on my own without

involving them, but in truth, I'm merely a leader who relied on the input of those under me. Even

though I was too weary to act, my feeling of responsibility compelled me to take the lead and

motivate my team to do our best work.

Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

B. Reflective Observation

My experience dealing with this problem taught me that I am not like them and that I shouldn't

expect others to treat things the same way I do. Even if I have a lot of drive, it's normal for others

to lack it. As a student, I had to juggle my time between my studies and being a responsible

leader at the same time throughout my time as an organization leader. A difficult situation made

me understand my colleagues might be feeling the same way The only difference is that we all

have different personalities when it comes to dealing with difficult situations. I've been trying to

rally them and get them to speak up, but I've come to know that it's my responsibility as a leader

to take action to get them fired up and to see how important they are to the organization and me.

C. Abstract Conceptualization

I believe I was an excellent fit for the position, but I'm curious if the theory in chapter 5 supports

this. My personal fit for the role and my motivations for having the role will be the lenses

through which I approach this topic to gather additional insight. Using McClelland's Need

Theory as articulated by Osland, Kolb, Rubin, and Turner, I will examine my suitability for the

position I'll use Nadler and Lawler's Expectancy Theory as provided by Osland, Kolb, Rubin,

and Turner to examine my motive for taking on the task Motivating co-worker and employees is

the first thing that comes to mind when comparing a company's structure to that of a business

institution. A person's motivation is a confluence of drive and desire focused on achieving a

specific objective. Motivation can be influenced by encouraging people to do what a leader

knows is necessary. Various components are included in the theory of motivation to create

motivation in the workforce, according to (Osland, Kolb, Rubin & Turner, 2006). Those
Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

elements may operate as planned but may also fail because of opposition. As a starting point,

let's take a look at the "kick in the ass" (or KITA) aspects of the work, which are also linked to

issues of hygiene. Administrative functions, business policy, workplace conditions and

conditions of the workplace, safety, supervision, compensation, and interpersonal interactions

were all included in this category. The intrinsic components of motivation, on the other hand,

include the work itself, recognition of accomplishments, progress or advancement, and a

commitment to quality. Job dissatisfaction and job satisfaction are linked by these criteria.

Motivators are found to be the primary source of job pleasure in research; yet, hygienic elements

are found to be the primary source of job discontent. An organization's success depends greatly

on its co-leaders ability to inspire and drive one another. Motivation is what drives people to take

action, perform admirably, and give everything they've got.

Was I the right person for the role?

McClelland's Need Theory is discussed by (Osland, Kolb, Rubin & Turner, 2006). Motivational

elements such as the desire for power need for connection and need for achievement are

examined to determine whether a person is suitable for a given role. For this MOAB

(Motivational Analysis of Organizations Behaviour), we used Udai Pareek's work, which is

based on McClelland's Need Theory. We finished it during the lecture! Pareek's key contribution

was to find and include extra three criteria in addition to the three McClelland mentioned (power,

affiliation and achievement) in the MOAB. My scores on Pareek's test will be compared to

McClelland's theory because I haven't finished a test developed by McClelland. Because I'm

comparing my current attitudes to those I had two years ago, and because the data from Pareek's

test and McClelland's hypothesis are not identical, there are problems with this method of
Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

investigation. Due to the complexity of the project and the relatively minimal gap between my

current state and that of two years ago, I believe this is appropriate. I'll get to the heart of it now,

though. To my surprise, I scored low on the MOAB's avoidance qualities but high on the need

for power, affiliation, and control. Characteristic by trait let us examine the findings.

Power

The ability to exert control over one's surroundings and exert influence over others is one

definition of power. Managers in the mid-and upper-levels often have a strong desire to exert

authority over others, which necessitates a strong desire for power (Osland, Kolb, Rubin &

Turner, 2006). Management, politics, police work, the military, and the law are all occupations

and roles that allow people to influence and lead others. The need for power has two faces.

Socialized power is influence utilized for the benefit of others, and this is how it presents a

favourable aspect.

Affiliation

Having a strong desire for pleasant and intimate interpersonal connections is known as affinity.

When it comes to interpersonal interactions, those with a high level of Affiliation prefer to work

together rather than compete. There are two sides to this need, just as there are with the power

motive (Osland, Kolb, Rubin & Turner, 2006). Interpersonal interactions are important but not at

the expense of goal-oriented behavior. As much as they care about preserving excellent

relationships, those driven by afflictive interest aren't afraid to give constructive criticism or

make difficult judgments.

Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

Achievement

When it comes to achieving their goals, people who are high in Achievement are willing to take

calculated risks, prefer settings where they receive instant, tangible feedback on how well they

are doing, and focus solely on completing a given task. Unless they place high importance on

developing and empowering subordinates, they may not be able to delegate authority (Osland,

Kolb, Rubin & Turner, 2006). Even though working together to solve many of the organization's

challenges is preferable, CEOs with a high level of Achievement attend fewer meetings and

prefer to work alone. Achievement is a strong suit for many entrepreneurs and small-business

owners.

So, what exactly are we left with? How well did I fit in? It appears that McClelland found the

most efficient managers in his research to be those who had greater accomplishment and

affiliation scores than those who had higher power ratings (Osland, Kolb, Rubin & Turner,

2006). This is because most organizations are quite simple, which reduces the importance of the

power attribute. Consequently, I was a suitable fit for the position based on McClelland's Need

Theory. A large organization would've been a poor fit for me because the opposite is often true.

Was the role one that I wanted to take on?

Enhance or diminish my desire to succeed The Nadler-Lawler Expectancy Theory will be my

guide. The three links that make up the theory of expectancy are as follows:

 If a person exerts himself, they are expected to do well as well.

 Good performance is expected to lead to a specific result or reward, which is known as a

performance expectation.

 The reward's monetary worth to the recipient.

Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

I believe that my motivation is influenced by my surroundings. Because good performance is

more difficult for those with less ability, it affects how much effort is required. Expectancy

theory's four factors are to be discussed in the next section (Osland, Kolb, Rubin & Turner,

2006).

If I succeed in my role as college president, I'll get expertise in managing a high-performing

team. Because my teammates would be impressed by my abilities, I'd be more likely to succeed

in both my personal and professional life. I'm motivated to do well because I'm looking forward

to these outcomes. I must possess a specific set of managerial and technical abilities to succeed.

When I was in college, I learned these talents. During my time as college president, I was able to

further develop my leadership abilities. As a result, I was able to carry out my duties. As many of

those who had gone before me had cautioned, I was well aware of the difficulties that would

come with the job of president. As a result of my strong desire to succeed and the knowledge that

this position would be difficult, I was convinced that I would have to put in significant effort.

According to Expectancy Theory, I was motivated to do my duties as college president because

of these criteria.

D. Active Experimentation

Because I am accountable for my college, I should take the initiative to do something about it.

However, as the problem stems from a lack of motivation on the part of my co-leaders, I turned

to methods for increasing their motivation. In other words, I let the demands of my team and

those of our university collide (Osland, Kolb, Rubin & Turner, 2006). Rewarding is also an

effective last resort because it helps those who make mistakes or require aid from time to time to

reach a certain objective by simply acknowledging a job well done.

Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

It is also critical that I set an example by being motivated and projecting a picture of what a

leader should be. It is also critical to foster a sense of morale and camaraderie among the group's

members (Osland, Kolb, Rubin & Turner, 2006). As a leader, I have a responsibility to consider

the well-being of those under my charge, even if I do not have direct control over their day-to-

day activities. Allowing children to be a part of the planning and problem-solving processes is

critical because it helps them grow, motivates them, and instills a sense of ownership in the

success of a plan.

In addition to the necessity of communication, leaders should ensure that a channel of

communication is always open to ensure that everything inside the college flows smoothly. It's

also critical that everyone feels like they're part of something bigger than themselves, not just a

cog in a dead machine (Osland, Kolb, Rubin & Turner, 2006). People want to do meaningful

work, even if it's unpleasant or exhausting, and they need to understand that doing so is essential

to the college's survival. As a result, there should be space for counseling, where students may

air their concerns and the leader can listen and vice versa.
Aditya Bikram Dash, 28th February 2022
MGMT 5100 PAA 5 – Individual and Organizational Motivation

REFERENCE

Osland, J., Kolb, D., Rubin, I., and Turner, M. (2007). Organizational Behaviour: An

Experiential Approach, 8th Edition. Prentice Hall