MEETING.

2- ATTENDANCE WILL BE MARKED

AUTOMATICALLY BY ZOOM.

3- ALL THE VIDEOS WILL BE

RECORDED FOR THE OFFICIAL
DOCUMENTATION.

4- PUT YOUR COURSE PACK ALONG

WITH.

IMPORTA Instructions for Online

NT Classes
DR. HASSAN SOHAIB MURAD (Late)
 Principles of
Management
Section QCA

CR
ABDULLAH ARSHAD
@ 0344 0466655
FOR UPDATES

numan.aslam@umt.e
Email
du.pk
 THE MOTIVATION THEORY THAT
SAYS THREE ACQUIRED (NOT
INNATE) NEEDS FOR ACHIEVEMENT,
POWER AND AFFILIATION ARE
MAJOR MOTIVES IN WORK.

David McClelland Three

NEED FOR POWER (NPOW)

DESIRE TO HAVE IMPACT ON

OTHERS.
WANT TO CONTROL OTHERS.
INFLUENCE OTHERS.

NEED FOR AFFILIATION (NAFF)

DESIRE TO BE FRIENDLY
WANT INTERPERSONAL RELATIONS
NOT RIGID AND AVOID CONFLICT

David McClelland Three

NEED FOR ACHIEVEMENT (NACH)

THE DRIVE TO SUCCEED AND

EXCEL.
WANT TO DO SOMETHING
DIFFERENT FROM OTHERS.
LIKE COMPETITION AND WANT TO
STAY ON TOP.
WANT RESPONSIBILITY, FEEDBACK
AND MODERATE RISK.

David McClelland Three

 JOB DESIGN
THE WAY TASKS ARE COMBINED TO
FORM COMPLETE JOBS.

JOB SCOPE
THE NUMBER OF DIFFERENT TASKS
REQUIRED IN A JOB AND THE
FREQUENCY WITH WHICH THOSE
TASK ARE REPEATED.

JOB ENLARGEMENT
THE HORIZONTAL EXPANSION OF
JOB BY INCREASING JOB SCOPE.

Designing Motivating Jobs

 JOB DEPTH
THE DEGREE OF CONTROL EMPLOYEES
HAVE OVER THEIR WORK.

JOB ENRICHMENT
THE VERTICAL EXPANSION OF JOB BY
ADDING THE PLANNING AND
EVALUATING RESPONSIBILITIES.

JOB CHARACTERISTICS MODEL (JCM)

IDENTIFIES FIVE CORE JOB
DIMENSIONS REGARDING
PRODUCTIVITY, MOTIVATION AND
SATISFACTION.

Designing Motivating Jobs

 A JOB REQUIRES A VARIETY OF
ACTIVITIES SO THAT EMPLOYEE CAN
USE NUMBER OF DIFFERENT SKILLS
AND TALENTS.

TASK IDENTITY
A JOB REQUIRES COMPLETION OF
WHOLE AND IDENTIFIABLE PIECE OF
WORK.

TASK SIGNIFICANCE
A JOB HAS A SUBSTANTIAL IMPACT ON
LIVES OR WORK OF OTHER PEOPLE.
Experienced and meaningfulness of work
with High Internal work motivation and
High quality work performance
 AUTONOMY
A JOB PROVIDES FREEDOM,
INDEPENDENCE AND DISCRETION IN
SCHEDULING AND CARRYING IT OUT.
HIGH SATISFACTION WITH WORK

FEEDBACK
CARRYING OUT WORK ACTIVITIES BY A
JOB RESULTS IN INDIVIDUALS
OBTAINING CLEAR AND DIRECT
INFORMATION ABOUT HIS OR HER
PERFORMANCE EFFECTIVENESS.
LOW ABSENTEEISM AND TURNOVER
 LEADER
SOMEONE WHO CAN INFLUENCE
OTHERS AND HAS MANAGERIAL
AUTHORITY.

LEADERSHIP
IS A PROCESS OF LEADING A
GROUP OR INFLUENCING THAT
GROUP TO ACHIEVE ITS GOALS.
EIGHT TRAITS ASSOCIATED WITH
LEADERSHIP

1- DRIVE

HIGH EFFORT LEVEL

HIGH DESIRE FOR ACHIEVEMENT
LOT OF ENERGY
PERSISTENT IN THEIR ACTIVITIES
SHOW INITIATIVE
STRONG DESIRE TO INFLUENCE
AND LEAD
WILLING TO TAKE
RESPONSIBILITY

3- HONESTY & INTEGRITY

BUILD TRUSTING RELATIONSHIPS

HIGH CONSISTENCY BETWEEN
WORD AND DEED
FOLLOWERS LOOK TO THE
LEADERS
FOR THEIR GOALS AND
DECISIONS

5- INTELLIGENCE

DEAL WITH THE LARGE AMOUNT

OF INFORMATION
NEED TO CREATE VISION
SOLVE PROBLEMS & MAKE
DECISIONS
6- JOB RELEVENT KNOWLEDGE

HIGH DEGREE KNOWLEDGE

ABOUT COMPANY, INDUSTRY AND
TECHNICAL MATTERS.
TO UNDERSTAND THE
IMPLICATIONS OF DECISIONS

7- EXTRAVERSION

ENERGETIC, LIVELY AND SOCIAL

8- PRONENESS TO GUILT

PRODUCES A STRONG SENSE OF

RESPONSIBILITY FOR OTHERS
 AUTOCRATIC STYLE
WHO DICTATES WORK METHODS AND
MAKES UNILATERAL DECISIONS.

DEMOCRATIC STYLE
INVOLVES EMPLOYEES IN DECISION
MAKING, DELEGATE AUTHORITY AND
USES FEEDBACK FOR COACHING.

LAISSEZ-FAIRE STYLE
LETS THE GROUP MAKE DECISIONS
AND COMPLETE WORK IN WHATEVER
WAY IT SEEMS FIT.

Different Leadership Styles