 Hello, I welcome you all once again to my channel Explore Education and I am Dr. Rashmi Singh, Assistant Professor, Department of Education, S.S. Khanna Girls' School College, University of Allahabad. And we are talking about nowadays theories of motivation in which today I am going to discuss the last theory under the main heading of content theories of motivation that is Maclelland's theory of motivation and the lecture will be useful for various examinations and will be in the bilingual mode and do subscribe my channel to start Maclelland's theory of motivation. A quick review of theories of motivation, we have studied that the principles of motivation which are the principles of pre-radiance can be divided into two main categories, content or need theories and process theories. Content theories means need theories, meaning that it has been emphasized that what are the requirements that motivate, what motivates, what motivates a person to do a certain thing. And process theories talk about the process of motivation. So in content theories we have studied that we had to study Maslow theory, we had to study Eldarfer theory, we had to study Hertzberg theory and Battery Land theory. We have studied Maslow's hierarchy theory, we have studied Eldarfer's ERG theory which is Existence Relatedness and Growth. And what was not there was mainly the condensation of Maslow. Then we have studied the two main categories of Hertzberg which are Motivator and Hygiene factor. They are saying that we satisfy the Motivator factor and Hygiene factor is necessary for dissatisfaction and dissatisfaction is not there on one pole. This is the most important thing. It is not that we are dissatisfied or dissatisfied or dissatisfied, they are different characters which we define. Now we are going to talk about Mackley Land theory. What did Mackley Land say? Its principle is David Mackley Land built on his work in his 1961 book The Achieving Society. He wrote the book The Achieving Society and in this we are talking about theory of Motivation. He identified three Motivators. These three we will talk about prayer. That we believe we all have. They say that we are all in. What? What? A need for achievement. That is, we want to achieve a need for drive in our lives. A need for affiliation. We want to be affiliated with some group. We want to make interrelationship between groups, between people. And a need for power. Or we have a need for power. That we can control and influence someone. So these three are necessary. That is why we call it three factor theory. Sometimes we call it learning needs theory. Need for achievement, need for affiliation and need for power. People will have different characteristics depending on their dominant motivator. People have different characteristics. The same motivator depends on which motivator is dominant in us. A need for achievement is dominant in us. A need for affiliation is a need for power. This theory allows one to identify people's motivating drives. If we read and understand this theory, we will come to know which individual has a dominating and motivating drive. According to this theory, we will be able to identify people's motivating drives. This can then help one to give praise and feedback. If we get to know this, we will be able to identify people's motivations and assign them suitable tasks. We will be able to give them a suitable task for which they are motivated. We will be able to keep them motivated. These motivators are not inherent. They say, we are not getting this experience from birth. We develop them through our culture and life experiences. We have developed them through our culture and life experiences. Achievers like to solve problems in achievable goals. Achievers who have a need for achievement, want to solve problems, achieve goals. Those with a strong need for affiliation, who have a strong need for affiliation, don't like to stand out or take a risk. They don't want to take a risk. They want to give relationships above anything else. Relationships are more important for them. Those with a strong power motivator like to control others and be in charge. Those with a power motivator dominant, want to control others and be in charge. This is it. This is the need for power, need for affiliation, need for achievement. American psychologists are saying, study the way in which people satisfy their needs. They thought about how people satisfy their needs. What motivates people and what motivators are learned. What are the things that motivate people and how do they learn? This is because they are learned. They are not inherent. This is why they call them learned needs. According to David Maclelland, people have motivating drives that are directly linked to needs, regardless of age, gender, culture or race. They are saying that any age or gender, any culture or race, these are the three needs that motivate you. Achievement, affiliation and power. Motivators. According to Maclelland, these motivators are learned. Like this theory is sometimes called the learned needs. Regardless of our gender, culture and age, we all have three motivating drives. One of these will be our dominant motivating driver. Any gender, culture, age, gender, culture, age, race, anything. These are the three drivers that motivate us. It depends on which is dominant. All three are dominant. This dominant motivator is largely dependent on our culture and life experiences. Mainly, our culture and our life experience depends on which motivator is dominant. These characteristics are as follows. For example, if we have a need for achievement, then how will we be? It has a strong need to set and accomplish challenging goals. So what we want is that we will need and drive to make challenging goals first and then accomplish them. Because we need achievement. Take calculated risks to accomplish their goals. See, we don't have to take un-calculated risks. We have to take calculated risks. We have to calculate that if we fail, then there will be no harm. So that we can pass our goal. Likes to receive regular feedback on their progress and achievement. They like it when they get regular feedback on their club and their university. And often likes to work alone. And they often like to work alone. Now, on the other hand, if we go on affiliation, then what do they have to do? They often go along with whatever the rest of the group wants to do. They like to do what the group does. Favors, collaboration over competition. They like to compete. And does not like high risk or uncertainty. They don't like high risk. But they are working like a need for affiliation dominant motivator. Then need for power. What do they want? Wants to control and influence others. We want to set our influences on others. We want to control them. Likes to win arguments. If any argument is going on, then we will win. Enjoys competition and winning. They will like to win. Enjoys status and recognition. If they have high status and recognition, then they are happy. Then there can be two ways of power. Institutional power and personal power. Those with a strong power motivator are often divided into two groups. Personal and institutional. They want to control others by people with an institutional power. They like to organize the efforts of a team to further the company's goals. If we have a need for power, but if we have a personal power dominant, then we want to set our influence on others. But if we have an institutional power, then we want to lead the company like a team. As you can probably imagine, those with an institutional power need are usually more desirable as team members. So people like these who need can make them their own manager. Then if we want to see in totality, then this is macro lens, human motivation theory. Identify three motivators. All three are present in each person, but one motivator will dominate. All three are present in each person, but one motivator will dominate. It is not like that. Achievement does not want affiliation. Power does not want. Achievement also wants power and achievement. For that, affiliation is most important. People will have different characteristics depending on their dominant motive. Whatever is dominant in us, we want to work accordingly. Achievement is a drive to succeed. It needs success. It has a desire for interpersonal relationship. Relationship is very important. And power needs to influence the behavior. We want to influence other's behavior accordingly. How to use this theory? But how do we use it now? First of all, identify drivers. We want to know which power or motivating driver is dominant in us. And then we will approach our structure accordingly. Just like this. Examine your team to determine which of the three motivators is dominant for each person. We want to decide whether you have affiliation, achievement or power. If we find out, we will give you a task. You can probably identify drivers based on personality and past decisions. We can decide if you have a driver. For instance, perhaps one of your team members always takes charge of the group when you assign a project. They speak up in meetings to persuade people and delegate responsibilities to others to meet the goals of the group. They like to be in control of the final deliverables. The team member is likely primarily driven by power. If we meet, we always take charge, take responsibility, take initiative. What does it mean? You might have another team member who never speaks during meetings. They always agree with the group, work hard to manage conflict when it occurs and visibly become uncomfortable when you talk about doing high-risk, high-reward projects. This person is likely to have a strong need for affiliation. For achievement, we see that there is a person who is always quiet and if someone is conflicted, he always tries to solve it. If you talk about risk, he gets worried. It means, who has affiliation's need. Similarly, we can try to work like a dominant motivator. Then we come to know based on the driving motivators of your workers, structure your leadership style and project assignments around each individual team member who has affiliation's need. Give him such a task. Give him such a task. Make him your leader. This will help ensure that they all stay engaged, motivated and happy with the work they are doing. What will happen is that everyone will be praying for their work and want to do it well. If we give power to the affiliation and achievement, then nobody will be engaged, motivated and everybody will be unhappy. So production will fall on its own. How can we summarize this? The same thing is that every person has been one of the three main driving motivators. All three have the need for achievement, affiliation and power. But these motivators are not inherent. We haven't got them since birth. We have taken them from life experiences. What do the achievers like? What about problem-solving? Those with a strong need for affiliation don't like to stand out or take risk and they value relationships above anything else. And those with a strong power motivator like to control others and be in charge. This has already happened. The three desires that an individual could possibly have. They tried to tell us that these three drives can happen to any person. They are very more dominant but others are presented in an individual as well. They are saying that there will be a influence if there are others. So it's a good theory. You can correlate with it. You can use it. You can see its application in your workplace. So finally I have completed all the theories under the main heading of content or need theories of motivation. That is Maslow's theories of motivation, Herzberg's theories of motivation and now I have covered McLean's theories of motivation. Now I will proceed towards process theories of motivation. Thank you and don't forget to like and subscribe my channel Explore Education. Thank you all.