Q.Explain the process of motivation with the help of a diagram.
Concept understanding — Motivation Process Diagram
Motivation Process Diagram — First Encounter
Think about why you do anything at all. You study because you want a good rank. You work out because you want to be fit. You eat because you're hungry. Every action has a reason behind it — a need, a goal, a push or a pull.
The Motivation Process Diagram is just a way to draw that chain of events on paper. It shows, step by step, how a need turns into behaviour and finally into satisfaction (or frustration). It's the skeleton of every motivated action.
The Intuition: A Simple Loop
Imagine you are thirsty.
- Need — Your body lacks water. There is a deficit.
- Drive — That deficit creates a psychological tension: thirst. You feel uncomfortable.
- Goal / Incentive — You spot a water bottle. That's the target that can reduce the tension.
- Behaviour — You pick up the bottle and drink.
- Satisfaction — The thirst is gone. The tension is released.
If the water bottle was empty, you'd feel frustrated — the drive remains. That's the loop broken.
The diagram formalises this exact flow.
The Precise Diagram (Standard Model)
Here is the classic sequence, as taught in Indian boards (CBSE, ICSE, State) and in organisational behaviour:
[Need] → [Drive] → [Goal / Incentive] → [Behaviour] → [Satisfaction / Frustration]
Let's unpack each box.
This is a process model — it shows movement over time, not a static snapshot.
1. Need (Deficiency)
A need is a lack of something essential — biological (hunger, thirst) or psychological (achievement, belonging). It creates an imbalance. The body/mind wants to restore balance (homeostasis).
Example: You haven't eaten for 6 hours. Your blood sugar is low. That's a need.
2. Drive (Tension)
The need translates into a psychological state of arousal or tension. Drive is the energy that pushes you to act. It's uncomfortable — you want to reduce it.
Example: You feel hungry. You can't concentrate. That gnawing feeling is the drive.
Drive is not the same as need. Need is the deficit; drive is the felt experience of that deficit. Two people with the same need can have different drive intensities.
3. Goal / Incentive (Target)
The goal is the specific object or outcome that can reduce the drive. It's the pull factor. Incentives can be positive (reward) or negative (avoidance of punishment).
Example: A plate of biryani. Or a chocolate bar. Or a salad — whichever you choose depends on learned preferences.
4. Behaviour (Action)
This is the observable action — what you actually do. Behaviour is directed toward the goal. It's the bridge between the internal state and the external outcome.
Example: You walk to the kitchen, cook, and eat.
5. Satisfaction or Frustration
- Satisfaction: The goal is achieved. Drive is reduced. The need is fulfilled. The system returns to balance.
- Frustration: The goal is blocked. Drive remains high. Tension persists. This can lead to aggression, withdrawal, or substitute goals.
Example: You eat → satisfied. The biryani is finished → frustrated.
A Complete Example (Exam-Ready)
In exams, you are often asked to draw the diagram and explain with an example. Memorise this one.
Scenario: A student wants to top the class.
| Step | Description |
|---|---|
| Need | Desire for achievement, recognition, self-esteem |
| Drive | Tension to study, anxiety about performance |
| Goal | Rank 1 in the class |
| Behaviour | Studying 6 hours daily, solving papers |
| Satisfaction | Gets rank 1 → drive reduces, feels proud |
If the student fails despite effort → frustration → may try harder or give up.
The Feedback Loop (Important for Advanced Understanding)
The diagram is not a straight line — it's a cycle. Satisfaction feeds back to reduce the original need. Frustration feeds back to increase the drive or change the goal.
[Need] → [Drive] → [Goal] → [Behaviour] → [Satisfaction] → (Need reduced)
↓
(Cycle ends or restarts)
If frustration occurs:
[Need] → [Drive] → [Goal] → [Behaviour] → [Frustration] → (Drive persists)
↓
(New goal or defence mechanism)
Common Mistakes Students Make
- Skipping 'Drive' — Some students jump from Need directly to Behaviour. That's wrong. Drive is the energiser; without it, need is just a fact, not a motivator.
- Confusing Goal with Incentive — Goal is the target; incentive is the value attached to it. In most board diagrams, they are used interchangeably, but be precise: goal is the what, incentive is the why it attracts.
- Forgetting Frustration — The diagram must show both outcomes. Many questions ask: "What happens if the goal is not achieved?"
Final Takeaway
The Motivation Process Diagram is a universal template for understanding why people act. Every motivated behaviour — from studying to shopping to fighting — follows this sequence. Once you see it, you'll notice it everywhere.
The core formula: Need → Drive → Goal → Behaviour → Satisfaction/Frustration.
Memorise the order. Draw it. Explain it with one concrete example. That's all an exam asks.
The process of motivation is best understood as a sequence of steps that begins with an unsatisfied need and ends when the tension it created is reduced. This NCERT Class 12 Business Studies chapter presents motivation as a simple model based on human needs, usually shown as an arrow diagram connecting each stage. The classic textbook example is Ramu, who feels hungry, becomes restless, walks in search of a hotel, eats a meal, and finally feels his energy and calm restored.
The stages in the motivation process are:
- Unsatisfied Need: The process starts with a felt need or deficiency — something the individual lacks, such as hunger.
- Tension: The unsatisfied need creates a state of tension or restlessness within the person.
- Drives: This tension stimulates internal drives — an aroused state that pushes the person to act to reduce the tension.
- Search Behaviour: The drives generate search behaviour, in which the person actively looks for ways to satisfy the need (Ramu walking in search of a hotel).
- Satisfied Need: The search behaviour leads to the need being satisfied (Ramu eating his meal).
- Reduction of Tension: Once the need is satisfied, the individual is relieved of the tension and returns to a state of balance — until a fresh unsatisfied need arises and the cycle repeats.
The diagram itself is a simple arrow-based flow: Unsatisfied Need → Tension → Drives → Search Behaviour → Satisfied Need → Reduction of Tension.
The motivation process moves from an unsatisfied need, which creates tension, stimulating drives that generate search behaviour; when the need is satisfied, there is a reduction of tension, after which a new unsatisfied need can restart the cycle.
Motivation is a psychological process that begins with an unmet need, creates tension, drives action toward a goal, and ends with need satisfaction — a cycle that can be visualised as a flow from need to drive to behaviour to goal.
The process of motivation is best understood not as a single event but as a sequence of interconnected steps. Think of it as a loop that starts with a deficiency and ends with fulfilment. The NCERT textbook describes this as a simple model based on human needs: unsatisfied need → tension → drives → search behaviour → satisfied need → reduction of tension. Each stage feeds into the next, and once the goal is achieved, the cycle resets — either with a new need or the same one if it remains unsatisfied.
Let’s walk through this step by step, because the logic is what makes it stick.
The Motivation Process Diagram
Imagine a simple flow:
Unsatisfied Need → Tension → Drives → Search Behaviour → Satisfied Need → Reduction of Tension
The diagram is not a complex flowchart — it’s a straight line that loops back. The NCERT emphasises that motivation is goal-directed behaviour. Without a goal, the drive has no direction. Without a need, there is no drive. And without satisfaction, the cycle keeps spinning.
Breaking Down Each Stage
1. The Need — The Starting Point
Every motivated action begins with a felt need. This could be a basic biological need like hunger or thirst, or a psychological need like recognition or achievement. The key point: the need creates a state of deficiency — something is missing. For example, if you haven’t eaten for hours, your body signals a lack of energy.
2. The Drive — The Push
That deficiency produces tension, which the textbook terms a drive. A drive is not the same as a need — it is the psychological energy that pushes you to act. Hunger (the need) creates a hunger drive (the urge to find food). The stronger the need, the stronger the drive. This is why a starving person will ignore everything else to eat.
3. Behaviour — The Action
Now the drive translates into goal-directed behaviour. You start searching, planning, and acting. If you’re hungry, you cook a meal or buy food. If you need achievement, you study harder or take on a challenging project. The behaviour is always aimed at reducing the tension created by the drive.
4. Satisfied Need — The Target
The search behaviour leads to the outcome that satisfies the need. For hunger, this is food; for achievement, it might be a good result. Once the need is met, the behaviour has served its purpose.
5. Reduction of Tension — The Reset
Once the need is satisfied, the tension created earlier is reduced and the individual is relieved. But satisfaction is often temporary: a new need soon arises — maybe you get hungry again, or you set a higher target — and the cycle repeats.
The process is dynamic and cyclical, not linear. Motivation never truly ends — it just shifts from one need to another. This is why the diagram loops back to “unfulfilled need” after satisfaction.
Why This Matters for Exams
The NCERT uses this model to explain why people behave the way they do. If you understand the sequence, you can predict behaviour: a person with an unmet need will show tension, then action, then relief. The diagram is a tool to visualise this chain.
A common exam question asks: “Explain the process of motivation with the help of a diagram.” The answer must include:
- The stages (unsatisfied need, tension, drives, search behaviour, satisfied need, reduction of tension)
- The idea that it is a cycle
- A simple labelled diagram (arrows connecting the stages)
Do not overcomplicate it. The textbook does not use fancy terms like “homeostasis” or “incentive” here — it sticks to this clear, practical flow.
In short, motivation is a cyclical process: an unmet need creates a drive, which leads to goal-directed behaviour, and once the goal is achieved, the need is satisfied — only for a new need to emerge and restart the cycle. The diagram is a simple arrow-based flow: unsatisfied need → tension → drives → search behaviour → satisfied need → reduction of tension.
Showing the 12 most recent of 15 on this concept.
- CBSE 2026Set ANNUAL1 markMCQQ.Maslow is related to(a) Leadership theory(b) Motivation theory(c) Communication theory(d) Control theory
›Reveal solutionSolution
Maslow is associated with the (Need Hierarchy) theory of motivation.
Abraham Maslow proposed the Need Hierarchy Theory, which arranges human needs in five levels — basic physiological, safety/security, social/affiliation, esteem, and self-actualisation — and holds that a satisfied need no longer motivates, so the next higher need becomes the motivator. This makes Maslow a central figure in motivation theory, which falls under the Directing function.
✓Final answerOption (b) Motivation theory is correct.
- CBSE 2026Set ANNUAL1 markQ.Give one point of distinction between motivation and motivator.
›Reveal solutionSolution
Motivation is the internal urge to act; a motivator is the external incentive/technique used to stimulate that urge.
Distinction between motivation and motivator
Basis Motivation Motivator Meaning An internal psychological process/feeling that stimulates a person's desire to act and achieve a goal A technique or factor used by a manager to induce that internal feeling Nature Internal to the individual External — a tool/device applied by management Example An employee's inner drive to perform better Salary increment, bonus, promotion, appreciation In short, motivation is the effect (the inner push to act), and a motivator is the cause/tool management uses to produce that effect.
✓Final answerMotivation is the internal psychological drive that makes a person act towards a goal; a motivator is the external incentive (money, promotion, recognition, etc.) that managers use to generate that motivation.
- CBSE 2025Set 66/1/11 markMCQQ.Statement – I : Motivation is a complex process as individuals are heterogeneous in their expectations, perceptions and reactions. Statement – II : Motivation can be either positive or negative. Choose the correct option from the following : (A) Statement I is true and Statement II is false. (B) Statement II is true and Statement I is false. (C) Both Statement I and Statement II are true. (D) Both Statement I and Statement II are false.
›Reveal solutionSolution
Both statements are factually correct in the context of organisational behaviour: motivation is indeed complex due to individual differences, and it can operate through either positive (reward-based) or negative (fear/punishment-based) forces. The correct option is (C).
The question tests your understanding of the nature of motivation — a core topic in management and organisational behaviour. Let’s unpack each statement.
Statement I says motivation is a complex process because individuals are heterogeneous in their expectations, perceptions, and reactions. This is a fundamental truth. No two people are motivated by exactly the same things in exactly the same way. For example, one employee may be driven by public recognition, another by monetary bonuses, and a third by job security. Their perceptions of what is fair or valuable differ, and their reactions to the same incentive can vary wildly. This is why managers cannot use a one-size-fits-all approach — motivation is indeed a complex, individualised process. So Statement I is true.
Statement II says motivation can be either positive or negative. This refers to the direction of the motivational force. Positive motivation uses rewards, praise, or opportunities to encourage desired behaviour (e.g., “If you meet the target, you get a bonus”). Negative motivation uses fear, punishment, or the threat of loss to discourage undesired behaviour (e.g., “If you are late again, you will be penalised”). Both are valid forms of motivation — they simply operate through different psychological mechanisms. So Statement II is also true.
Watch outA common mistake is to think “negative motivation” means “demotivation” or that it is always harmful. In management theory, negative motivation is a recognised tool (e.g., disciplinary action), though it is generally less effective in the long run than positive motivation. The statement does not judge its effectiveness — it only says it can exist, which is correct.
Since both statements are independently true, the correct option is (C).
✓Final answerThe correct option is (C): Both Statement I and Statement II are true.
- CBSE 2025Set ANNUAL1 markMCQQ.Final step of motivation process is - A) Reduction of tension B) Tension C) Drives D) Satisfied needs
›Reveal solutionSolution
The last step of the motivation process is reduction of tension.
Motivation begins with an unsatisfied need, which creates tension. Tension gives rise to drives, leading to search behaviour to find ways to satisfy the need. Once the need is satisfied, the tension is removed — hence the final step is reduction of tension.
Tension, drives and satisfied needs come earlier in the cycle, so they are not the last step.
✓Final answerA) Reduction of tension
- CBSE 2025Set ANNUAL1 markMCQQ.The last need of human being according to Maslow is - A) Physiological B) Safety C) Status D) Self actualisation
›Reveal solutionSolution
According to Maslow, the highest (last) human need is self-actualisation.
Maslow's hierarchy arranges needs in ascending order: physiological → safety → social (belonging) → esteem (status) → self-actualisation. A person moves up only after lower needs are reasonably satisfied, so the topmost and final need is self-actualisation — the desire to become what one is capable of becoming.
Physiological and safety needs are the lowest, and status (esteem) comes just below the top, so they are not the last.
✓Final answerD) Self actualisation
- CBSE 2025Set ANNUAL1 markMCQQ.Maximum incentive giving function of management to employees is(a) Staffing(b) Motivation(c) Organisation(d) Controlling
›Reveal solutionSolution
Motivation is the function that most provides incentives to employees.
Motivation, a key element of the Directing function, is the process of inducing employees to work willingly by satisfying their needs through monetary and non-monetary incentives (bonus, recognition, promotion, etc.). Staffing, organising and controlling do not directly provide incentives; motivation does. Hence it is the maximum incentive-giving function.
✓Final answerOption (b) Motivation is correct.
- CBSE 2025Set ANNUAL1 markMCQQ.Recognition and Self - confidence are the examples of ________. (A) Esteem Needs (B) Physiological Needs (C) Safety Needs (D) Social Needs
›Reveal solutionSolution
Maslow's hierarchy places Recognition, status, self-respect and self-confidence under Esteem Needs, the fourth level of the need pyramid, just below Self-Actualisation.
Abraham Maslow's Need Hierarchy Theory of motivation arranges human needs in an ascending order:
- Physiological Needs — food, water, shelter, sleep (basic survival).
- Safety/Security Needs — physical safety, job security, protection from harm.
- Social/Affiliation Needs — belongingness, friendship, love, being part of a group.
- Esteem Needs — self-respect, autonomy, recognition from others, status, self-confidence.
- Self-Actualisation Needs — realising one's full potential, personal growth, creativity.
Recognition (being acknowledged/appreciated for one's work) and Self-confidence (a positive sense of one's own competence) are both squarely about how a person is regarded — by others and by themselves — which is exactly what the Esteem Needs level captures, distinguishing it from the more basic survival-oriented Physiological/Safety needs and from the belongingness-oriented Social needs.
✓Final answer(A) Esteem Needs
- CBSE 2025Set ANNUAL1 markMCQQ.The highest level need in the need hierarchy of Abraham Maslow is(a) safety need(b) belongingness need(c) self-actualisation need(d) prestige need
›Reveal solutionSolution
Self-actualisation is the highest-order need in Maslow's hierarchy.
Abraham Maslow arranged human needs into a hierarchy, usually shown as a pyramid, from the most basic to the highest: Basic/physiological needs → Safety needs → Social/belongingness needs → Esteem/prestige needs → Self-actualisation needs. Lower needs must be reasonably satisfied before higher needs become significant motivators.
Self-actualisation sits at the apex — it is the need to become the best one is capable of becoming, to grow, achieve one's full potential, and accomplish something worthwhile. Because it is about self-growth rather than a deficiency to be filled, it is considered the highest level in the hierarchy.
✓Final answerThe highest-level need is the self-actualisation need.
- CBSE 2024Set 66/3/11 markMCQQ.To motivate its employees on one side, ‘Harshita Pearls’ rewards them with increase in pay, promotion, recognition, etc. whereas on the other side it stops increments, gives punishment, threatens employees so that they may act in a desired manner. Which feature of motivation is being highlighted in the above case ? (A) Motivation is a complex process. (B) Motivation is an internal feeling. (C) Motivation can be either positive or negative. (D) Motivation produces goal-directed behaviour.
›Reveal solutionSolution
Harshita Pearls uses both rewards (positive motivation) and deterrents (negative motivation) to influence employee behavior, directly illustrating that motivation can be either positive or negative. The correct option is (C).
Concept and Intuition
Motivation, in a business context, is the process of stimulating people to act to achieve desired goals. It's about influencing an individual's behavior to align with organizational objectives. A key aspect of motivation is that it can be approached in different ways, broadly categorized as positive and negative.
- Positive Motivation involves offering rewards or incentives to encourage desired behavior. This taps into an individual's desire for growth, recognition, and satisfaction. When employees perform well, they are rewarded, which reinforces that behavior and encourages them to continue.
- Negative Motivation involves using fear, punishment, or the threat of undesirable consequences to deter undesirable behavior or compel desired actions. This approach relies on an individual's desire to avoid pain, loss, or discomfort. Employees act in a certain way to avoid penalties.
Both approaches aim to direct behavior towards organizational goals, but they do so through different psychological mechanisms. The scenario given clearly demonstrates a company employing both these distinct methods.
Step-by-Step Analysis
-
Identify the two distinct approaches used by Harshita Pearls:
The problem states that 'Harshita Pearls' uses two sets of actions to motivate its employees:
- "increase in pay, promotion, recognition, etc."
- "stops increments, gives punishment, threatens employees"
-
Analyze the first set of actions: Rewards and Incentives:
"Increase in pay, promotion, recognition" are all forms of rewards. These are desirable outcomes that employees strive for. When an organization offers these for good performance, it is using positive reinforcement. Employees are encouraged to perform well because they anticipate receiving these benefits. This aligns perfectly with the concept of positive motivation.
-
Analyze the second set of actions: Punishments and Threats:
"Stops increments, gives punishment, threatens employees" are all forms of deterrents or negative consequences. Employees will try to avoid these outcomes. When an organization uses these to prevent undesirable behavior or enforce desired actions, it is employing negative reinforcement or punishment. This aligns with the concept of negative motivation.
-
Connect the observations to the features of motivation:
The case explicitly shows Harshita Pearls using both positive motivators (rewards) and negative motivators (punishments/threats) to achieve its goals. This directly highlights that motivation is not a singular approach but can manifest in two contrasting forms: positive and negative.
-
Evaluate the given options:
- (A) Motivation is a complex process: While true, the scenario's primary focus is not on the complexity but on the duality of motivational methods.
- (B) Motivation is an internal feeling: Motivation results in an internal feeling, but the scenario describes the external actions taken by the management to influence that feeling, not the feeling itself.
- (C) Motivation can be either positive or negative: This option perfectly encapsulates the situation described, where both reward-based and punishment-based methods are used.
- (D) Motivation produces goal-directed behaviour: Both positive and negative motivation aim to produce goal-directed behavior, but the question asks which feature is highlighted by the methods used, not the ultimate outcome. The methods themselves demonstrate the positive/negative dichotomy.
Therefore, the most fitting feature highlighted by the case is that motivation can be either positive or negative.
✓Final answerThe feature of motivation being highlighted in the given case is that (C) Motivation can be either positive or negative.
- CBSE 2024Set 66/3/11 markMCQQ.‘Maslow’s Need Hierarchy theory’ is based on certain assumptions. Identify the incorrect statement with respect to these assumptions : (A) People’s behaviour is based on their needs. (B) A satisfied need can no longer motivate a person. (C) People’s needs are in a hierarchical order, starting from basic needs to higher level needs. (D) A person moves to lower level of need only when a higher level need is satisfied.
›Reveal solutionSolution
The incorrect statement regarding Maslow's Need Hierarchy assumptions is that a person moves to a lower level of need only when a higher level need is satisfied; in reality, individuals are motivated to move up the hierarchy once a lower need is met.
Understanding what drives people to act, especially in an organisational context, is fundamental to effective management. This is where the concept of motivation comes into play. Motivation is the process that initiates, guides, and maintains goal-oriented behaviours. It's the 'why' behind our actions. Among the many theories attempting to explain this complex process, Abraham Maslow's Need Hierarchy Theory stands out as a foundational and widely recognised framework. It provides a structured way to think about human needs and how they influence behaviour, essentially outlining a 'motivation process diagram' where needs are the starting point.
Maslow's theory posits that human needs are arranged in a hierarchy, meaning some needs are more basic and pressing than others. Individuals are motivated to satisfy these needs in a particular order, moving from the most fundamental to the more complex. Once a lower-level need is largely satisfied, it ceases to be a primary motivator, and the individual then focuses on fulfilling the next higher-level need in the hierarchy. This progression is key to understanding the theory.
The hierarchy typically consists of five levels:
- Physiological Needs: These are the most basic needs for survival, such as hunger, thirst, shelter, and sleep. Until these are met, other needs will not be a primary concern.
- Safety Needs: Once physiological needs are reasonably satisfied, individuals seek security and protection from physical and emotional harm. This includes job security, personal safety, and a stable environment.
- Social Needs (Belongingness and Love): With physiological and safety needs met, people desire affection, belonging, acceptance, and friendship. They seek to form meaningful relationships.
- Esteem Needs: These needs relate to self-respect, autonomy, achievement, status, recognition, and attention. Individuals want to feel valued and competent.
- Self-actualisation Needs: This is the highest level, representing the drive to become what one is capable of becoming. It involves growth, achieving one's full potential, and self-fulfilment.
ImportantMaslow's theory is built upon several core assumptions that are crucial for its interpretation and application.
Let's delve into the fundamental assumptions upon which Maslow's Need Hierarchy theory is based:
- Needs Drive Behaviour: The most basic assumption is that people's behaviour is fundamentally driven by their needs. Unsatisfied needs create tension and discomfort, which then motivate an individual to act in ways that will satisfy those needs. This means that if you want to understand why someone is doing something, you should look at what needs they are trying to fulfil.
- Hierarchical Arrangement of Needs: Maslow assumed that human needs are arranged in a specific order of importance or priority. This hierarchy moves from basic, lower-level needs (like physiological and safety) to more complex, higher-level needs (like social, esteem, and self-actualisation). This structure dictates the sequence in which needs become active motivators.
- Progression Up the Hierarchy: A key assumption is that an individual is motivated to move up the hierarchy. Once a lower-level need is substantially satisfied, it no longer acts as a primary motivator. At this point, the next higher-level need emerges as the dominant motivator, prompting the individual to seek its fulfilment.
- A Satisfied Need Ceases to Motivate: This is a critical point. Maslow believed that once a particular need is satisfied, its motivational power diminishes significantly. For example, a person who is no longer hungry will not be motivated by food until hunger returns. This allows the individual to focus their energy on satisfying the next level of needs.
Now, let's evaluate the given statements against these assumptions:
- (A) People’s behaviour is based on their needs. This aligns perfectly with the first assumption: needs are the fundamental drivers of human behaviour.
- (B) A satisfied need can no longer motivate a person. This is a direct statement of one of Maslow's core assumptions. Once a need is met, its power to motivate diminishes, and the individual looks to satisfy the next higher need.
- (C) People’s needs are in a hierarchical order, starting from basic needs to higher level needs. This is the central premise of the entire theory – the hierarchical arrangement of needs.
- (D) A person moves to lower level of need only when a higher level need is satisfied. This statement is incorrect. Maslow's theory states that a person moves to a higher level of need only when a lower level need is satisfied. The progression is generally upwards. Moving to a lower level of need typically occurs if a previously satisfied lower-level need becomes unsatisfied again (e.g., losing one's job might reactivate safety needs), not because a higher-level need has been satisfied. The satisfaction of a higher-level need does not cause a person to regress to a lower level; rather, it reinforces the upward progression.
✓Final answerThe incorrect statement is (D) because Maslow's theory posits that individuals are motivated to move to a higher level of need only after a lower level need has been satisfied, not the other way around.
- CBSE 2024Set ANNUAL1 markMCQQ.The second step of motivation process is - A) Drives B) Tension C) Reduction of tension D) Satisfied needs
›Reveal solutionSolution
The answer is B) Tension, the second step in the motivation process.
The motivation process follows this sequence:
- Unsatisfied need — a need not yet fulfilled.
- Tension — the unsatisfied need creates tension.
- Drives — tension generates drives to reduce it.
- Search behaviour — the person searches for ways to satisfy the need.
- Satisfied need — the need is fulfilled.
- Reduction of tension — tension is relieved.
Since the question asks for the second step, the answer is tension.
✓Final answerB) Tension.
- CBSE 2023Set ANNUAL1 markMCQQ.The first step of motivation process is - A) Unsatisfied need B) Tension C) Drives D) Reduction of tension
›Reveal solutionSolution
The first step in the motivation process is an unsatisfied need — option (A).
The motivation process in the Class-12 Business Studies syllabus follows this sequence: unsatisfied need leads to tension, which creates drives, which produce search behaviour (goal-directed action), leading to a satisfied need and finally reduction of tension.
-
(B) Tension, (C) drives and (D) reduction of tension all come after the need arises.
-
The cycle begins only because a need is unfulfilled, so (A) Unsatisfied need is the first step.
✓Final answer(A) Unsatisfied need.
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