In any organization, front line managers are responsible for the largest number of direct workers. Their motivations influence their behavior which significantly influences their organizations. McClelland identified three kinds of motivation as the need for achievement, power, and affiliation. Every human being has all these needs though in differing measures and one's behavior is significantly dependent on the need which is dominating. Need for achievement leads to higher quality of performance and is a necessary imperative for front line managers. Thematic Apperception Test (TAT), using pictures taken from Training Manual on Developing Entrepreneurial Motivation by Akhori, Mishra and Sengupta, was conducted on 100 front line managers from four different organizations in Maharashtra to ascertain if they were achievement-oriented or not. The study reveals that about 27% of the Indian front line managers are achievement-oriented. Further, the sub-categories of achievement imagery were examined to throw light on the special characteristics of achievement-oriented managers.

In the late 1800s and early 1900s, management believed that employees were motivated entirely by money. However, this is not true in the present scenario. During the last 80-100 years, employee needs and values have changed dramatically. Individuals expect employment relationship to be much more than the pay. The problem of establishing the right climate to maximize employee motivation and commitment is still with us. The problem of motivation of managers is very important because ultimately the managers create dynamism in the organization, inspire the subordinates and workers for putting in hard work and persuade them to sacrifice, as and when needed. Therefore, the researchers find that motivation of managers is always a demanding and difficult subject for them.