Tools used by managerial psychologists Managerial psychology

1 tools used managerial psychologists

1.1 abraham maslow s hierarchy of needs
1.2 douglas mcgregor s xy theory

1.2.1 theory x ( authoritarian management style)
1.2.2 theory y ( participative management style)


1.3 mcclelland s human motivation theory

1.3.1 achievement
1.3.2 affiliation
1.3.3 power

tools used managerial psychologists
abraham maslow s hierarchy of needs

maslow s hierarchy of needs

abraham maslow developed hierarchy of needs model in 1940-50s usa, , hierarchy of needs theory remains valid today understanding human motivation, management training, , personal development. maslow s ideas surrounding hierarchy of needs concern responsibility of employers provide workplace environment encourages , enables employees fulfill own unique potential (self-actualization).

while maslow referred various additional aspects of motivation, expressed hierarchy of needs in these 5 clear stages.

biological , physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
safety needs - protection elements, security, order, law, limits, stability, etc.
belongingness , love needs - work group, family, affection, relationships, etc.
esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
self-actualization needs - realising personal potential, self-fulfillment, seeking personal growth , peak experiences.

douglas mcgregor s xy theory

douglas mcgregor, american social psychologist, proposed famous x-y theory in 1960 book human side of enterprise . theory x , theory y still referred commonly in field of management , motivation. mcgregor s ideas suggest there 2 fundamental approaches managing people. many managers tend towards theory x, , poor results. enlightened managers use theory y, produces better performance , results, , allows people grow , develop.

theory x ( authoritarian management style)

the average person dislikes work , avoid he/she can.
therefore, people must forced threat of punishment work towards organisational objectives.
the average person prefers directed; avoid responsibility; relatively unambitious, , wants security above else.

theory y ( participative management style)

effort in work natural work , play.
people apply self-control , self-direction in pursuit of organisational objectives, without external control or threat of punishment.
commitment objectives function of rewards associated achievement.
people accept , seek responsibility.
the capacity use high degree of imagination, ingenuity , creativity in solving organisational problems widely, not narrowly, distributed in population.
in industry intellectual potential of average person partly utilised.

mcclelland s human motivation theory

see need theory

david mcclelland in 1961 book, achieving society identified 3 motivators believed have: need achievement, need affiliation, , need power. people have different characteristics depending on dominant motivator. according mcclelland, these motivators learned (which why theory called learned needs theory).

mcclelland says that, regardless of our gender, culture, or age, have 3 motivating drivers, , 1 of these our dominant motivating driver. dominant motivator largely dependent on our culture , life experiences.

achievement

people motivated achievement need challenging, not impossible, projects. thrive on overcoming difficult problems or situations, make sure keep them engaged way. people motivated achievement work either alone or other high achievers.

when providing feedback, give achievers fair , balanced appraisal. want know re doing right – , wrong – can improve.

affiliation

people motivated affiliation work best in group environment, try integrate them team (versus working alone) whenever possible. don t uncertainty , risk. therefore, when assigning projects or tasks, save risky ones other people.

when providing feedback these people, personal. s still important give balanced feedback, if start appraisal emphasizing working relationship , trust in them, ll more open say. remember these people don t want stand out, might best praise them in private rather in front of others.

power

those high need power work best when re in charge. because enjoy competition, goal-oriented projects or tasks. may effective in negotiations or in situations in party must convinced of idea or goal.

when providing feedback, direct these team members. , keep them motivated helping them further career goals