The need for authority and power (n-pow)
The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
The need for affiliation (n-affil)
The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.
Warren Bennis did a theory based on the knowledge of education.
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Theory of Value: What knowledge and skills are worthwhile learning? What are the goals of education?
It is important that one learns to solve problems and resolve conflict. The process of investigating problems is the important learning activity. People need to learn how to learn.
II. Theory of Knowledge: What is knowledge? How is it different from belief? What is a mistake? A lie?
Knowledge is something that changes a person's behaviour Knowledge is testable by scientific methods. A mistake is a misperception which is corrected by additional knowledge.
III. Theory of Human Nature: What is a human being w does it differ from other species? What are the limits of human potential?
A human being is a problem solving animal. The human's ability to communicate using multiple modes for clarification sets it apart from other species. Humans are limited by their ability to recognize truth
IV. Theory of Learning: What is learning? How are skills and knowledge acquired?
Learning is changing/adapting what was thought to be true. Clarification of meaning via communication permits learning. Competence can only be gained by adaptation of science.
V. Theory of Transmission: Who is to teach? By whit methods? What will the curriculum be?
Education should be both formal and informal. Reading should be a part of the whole life. The professional educators serve the formal process through Socratic methods. The leaders pull the followers by communicating well. There must be a mixture of humanities and science to prepare the person for the next challenge. Behavioural science is key to success.
VI. Theory of Society: What is society! What institutions are involved in the educational process?
Society's structure is not determined merely by beliefs of its members. It fulfils certain psychological needs of its members. Schools, employers, social organizations and families should be involved in the informal education process.
VII. Theory of Opportunity: Who is to be educated? Who is to be schooled?
All people should be schooled. All who seek knowledge should be educate All humans should be encouraged to seek knowledge and continue to grow, constantly changing.
VIII: Theory of consensus: Why do people disagree? How is consensus achieved? Whose opinion takes precedence?
Conflict is the inevitable search for balance between individual's and the organization's needs, between freedom & authority. Consensus is achieved through communication of meaning and vision.
There are different types styles of management, such styles include:
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Autocratic: This is one person (or group) having absolute power. In an organisation with an autocratic management style, the manager or managers make all the decisions without any consultations with the worker. The employees must obey instructions without questions. The autocratic style has the advantage of enabling decisions o be made quickly, with no time wasted on discussion.
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Democratic: this is a system based on equality of all members if a community. In a democratic management style, employees are encouraged to participants in decision making. This encourages the employees and makes them feel that they are real stakeholders in the business. Another positive factor of this style is the contribution made by workers at different levels. Unlike the autocratic manager, the democratic leader listens to his or her staff, and is prepared to take their suggestions and ideas on board.
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Laissez- faire: The Laissez-Faire manager exercises little control over his group, leaving them to sort out their roles and tackle their work, without participating in this process himself. In general, this approach leaves the team floundering with little direction or motivation.
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Contingency: Every business and organization can experience a serious incident that can prevent it from continuing normal operations. The management of the organization have a responsibility to recover from such incidents in the minimum amount of time, with minimum disruption and at minimum cost. This requires careful preparation and planning.
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Proactive management: Whether a company is a large manufacturer that relies on critical components for their production line or a national retailer that must have supplies to stock their several hundred stores each day, supplier performance plays a major role in the operations of every company.
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Reactive Management: Reacting to events when they occur with little to no anticipation of events.
Conclusion:
I believe that McClelland management theory is the best; this is because it has a wide range of ideas, and can help a business in many ways. It therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. This does not mean that the other two theories are no good. In fact they have their own advantages.
