Mcclelland's Theory In The 75th Medical Group

I have seen McClelland’s theory within my organization as well; many managers in the 75th Medical Group do focus on the need for achievement, primarily on the administrative side of the house. The administrators have all of the information regarding our monthly goals and provide data to leadership, they are in charge of making sure patients are being seeing right on time, appointments for the day, week and month are met and many other data driven goals. They do push the doctors and their teams when the goals are not being met. I have also seen the need for affiliation and power, the two are an odd combination when describing managers in the work place. As described above, people want to be liked and be part of the team, however managers are also responsible for people. McClelland’s Needs theory puts managers in a very

Goals have to have a purpose that drives employees; and they can be professional or personal, as long as at the end of the day both parties end up winning. When setting goals in the military; we have always been taught to use the SMART model, which is Specific, Measurable, Attainable, Result-focused, and Time-bound (Grosso, 2017). The SMART objectives will help us managers develop challenging but very achievable goals for our subordinates, the key in this process is to ensure the employees involvement with their own goal setting. Managers and subordinates will first consider what they want to achieve, and then they will commit to it. The goals should motivate them enough to write down in order to make them feel tangible. The goals should be written down in an annual performance tool or appraisal in order to capture the employee’s performance as well. Helping set your subordinate’s personal goals can also help you as a manager or supervisor because the employee will feel acknowledged and trust may start to