Fundamentals of Management, 8th ed

need for

achievement

The desire to

accomplish a goal or

task more effectively

than in the past

need for affiliation

The desire for human

companionship and

acceptance

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Part 4: Leading

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to be committed to their work. American Airlines, for instance, allows flight attendants

to form their own teams; those who participate tend to form teams with their friends.

11

The

need for power

is the desire to be influential in a group and to control one’s

environment. Research has shown that people with a strong need for power are likely

to be superior performers, have good attendance records, and occupy supervisory

positions. The need for power has also received considerable attention as an important

ingredient in managerial success. One study found that managers as a group tend to

have a stronger power motive than the general population and that successful managers

tend to have stronger power motives than less successful managers.

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The need for

power might explain why Mark Hurd, the former CEO of Hewlett-Packard, recently

took advantage of his power and role as head of the company. Hurd was forced to resign

after a sexual harassment claim by a female contractor alleging that Hurd had used cor-

porate funds for personal gains in attempts to woo her. The former CEO had submitted

personal receipts ranging from $1,000 to $20,000 over a two-year period.

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PROCESS PERSPECTIVES ON MOTIVATION

Process perspectives are concerned with how motivation occurs. Rather than attempting

to identify motivational stimuli,