motivational analysis of organizations

about “how things are going.” This seems to be an important need or motive in
managerial behavior. The so-called socialized dimension of power (reflected in the use
of power for the benefit of others) seems to be a separate need or motive. Pareek (1968a,
1968b) suggests that this need is important for social development and calls it the
extension motive.
Another motive that is relevant for organizational behavior is that of dependence.
Although it generally has been regarded as a negative force, McGregor (1966)
recognized the positive value of dependence in management, and Kotter (1979) further
drew attention to its importance. Levinson (1982) pointed out the importance of
dependence in the development of managers. This need is acknowledged in the process
of mentoring (Levinson, 1982), which has received considerable attention in the recent
management literature (e.g., Kram, 1985).
Thus, six primary needs or motives that are relevant to an understanding of the
behavior of people in organizations have been identified. These are as follows:
1. Achievement: Characterized by concern for excellence, competition with the
standards of excellence set by others or by oneself, the setting of challenging
goals for oneself, awareness of the hurdles that stand in the way of achieving
those goals, and persistence in trying alternative paths to one’s goals.
2. Affiliation: Characterized by a concern for establishing and maintaining close,
personal relationships, a value on friendship, and a tendency to express one’s
emotions.
3. Influence: Characterized by concern with making an impact on others, a desire to
make people do what one thinks is right, and an urge to change matters and
(develop) people.
4. Control: Characterized by a concern for orderliness, a desire to be and stay
informed, and an urge to monitor and take corrective action when needed.
5. Extension: Characterized by a concern for others; an interest in superordinate
goals; and an urge to be useful to larger groups, including society.
6. Dependence: Characterized by seeking the help of others in one’s own selfdevelopment,
checking with significant others (those who are more
knowledgeable than oneself or have higher status, experts, close associates, etc.),
submitting ideas or proposals for approval, and having an urge to maintain an
“approval” relationship.
All these needs or motives can be used in explaining the behavior of people in
organizations. However, each of these motives can have two dimensions: approach and
avoidance. Atkinson (1953) first suggested the concept of avoidance behavior in
discussing the achievement motive. It was further elaborated by several authors (Birney
& Burdick, 1969; Heckhausen, 1967), and “fear of failure” emerged as an important
component of the achievement motive, distinct from “hope of success,” the other
component. Much research has been done on fear of failure, which has been found to be
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The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer