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Questions and Answers
What is a critical component of Goal Setting Theory that helps employees stay on track?
What is a critical component of Goal Setting Theory that helps employees stay on track?
Which aspect of goal setting ensures that employees are engaged and focused?
Which aspect of goal setting ensures that employees are engaged and focused?
What should be provided regularly during the goal-achieving process to enhance success?
What should be provided regularly during the goal-achieving process to enhance success?
Which factor likely decreases employee satisfaction in the goal-setting process?
Which factor likely decreases employee satisfaction in the goal-setting process?
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What is an effective behavior that leaders can exhibit to motivate their teams?
What is an effective behavior that leaders can exhibit to motivate their teams?
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Which organizational structure allows for flexibility and is often used for projects requiring quick responses?
Which organizational structure allows for flexibility and is often used for projects requiring quick responses?
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Which of the following theories emphasizes the importance of both the process and the content of team projects?
Which of the following theories emphasizes the importance of both the process and the content of team projects?
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In goal setting theory, what is a key factor that enhances motivation?
In goal setting theory, what is a key factor that enhances motivation?
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What type of motivation is derived from personal satisfaction rather than external rewards?
What type of motivation is derived from personal satisfaction rather than external rewards?
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Which management style is characterized by a top-down approach and minimal employee autonomy?
Which management style is characterized by a top-down approach and minimal employee autonomy?
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What does the '6 hats' technique primarily focus on when building team cohesion?
What does the '6 hats' technique primarily focus on when building team cohesion?
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Which element in McKinsey's 7S framework relates to the interpersonal and social aspects within an organization?
Which element in McKinsey's 7S framework relates to the interpersonal and social aspects within an organization?
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What common issue can arise within project teams that may hinder productivity?
What common issue can arise within project teams that may hinder productivity?
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What is motivation primarily defined as?
What is motivation primarily defined as?
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Which type of motivation is driven by internal satisfaction?
Which type of motivation is driven by internal satisfaction?
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What does Goal Setting Theory emphasize as more effective?
What does Goal Setting Theory emphasize as more effective?
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According to the content, what can make motivation difficult in a team setting?
According to the content, what can make motivation difficult in a team setting?
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Which organizational structure is characterized by grouping employees based on their function?
Which organizational structure is characterized by grouping employees based on their function?
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In the context of team management, what does Tuckman’s theory primarily focus on?
In the context of team management, what does Tuckman’s theory primarily focus on?
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What is an example of extrinsic motivation?
What is an example of extrinsic motivation?
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What are the components of the McKinsey 7 S framework commonly used for?
What are the components of the McKinsey 7 S framework commonly used for?
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What is the primary role of managers in a Command & Control management style?
What is the primary role of managers in a Command & Control management style?
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Which of the following best describes the required employee skills in a Command & Control scenario?
Which of the following best describes the required employee skills in a Command & Control scenario?
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At which stage of a project is a project manager likely to be more directive or controlling?
At which stage of a project is a project manager likely to be more directive or controlling?
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In an Empowerment management style, what is expected from employees?
In an Empowerment management style, what is expected from employees?
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What characterizes the hierarchy of authority in a Command & Control structure?
What characterizes the hierarchy of authority in a Command & Control structure?
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What is the expected response of employees in Command & Control management to directives?
What is the expected response of employees in Command & Control management to directives?
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During which phase of team development is a project manager most likely to adopt a controlling style, according to Tuckman's stages?
During which phase of team development is a project manager most likely to adopt a controlling style, according to Tuckman's stages?
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In an Empowerment scenario, how should managers ideally function?
In an Empowerment scenario, how should managers ideally function?
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What is a primary characteristic of a directive leadership style?
What is a primary characteristic of a directive leadership style?
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Which aspect of empowerment indicates that employees believe their work holds significance?
Which aspect of empowerment indicates that employees believe their work holds significance?
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What is meant by self-determination in the context of empowerment?
What is meant by self-determination in the context of empowerment?
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What action can organizations take to promote employee empowerment?
What action can organizations take to promote employee empowerment?
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How can project managers effectively foster a culture of empowerment?
How can project managers effectively foster a culture of empowerment?
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Which organization model values self-management and empowerment?
Which organization model values self-management and empowerment?
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Which of the following best describes the impact aspect of empowerment?
Which of the following best describes the impact aspect of empowerment?
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What is a key benefit of reducing hierarchical structures in an organization?
What is a key benefit of reducing hierarchical structures in an organization?
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Goals should be sufficiently easy to ensure that employees do not feel overwhelmed.
Goals should be sufficiently easy to ensure that employees do not feel overwhelmed.
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Providing regular feedback throughout the goal-achieving process is an important component of Goal Setting Theory.
Providing regular feedback throughout the goal-achieving process is an important component of Goal Setting Theory.
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Effective leaders should avoid showing appreciation to their teams.
Effective leaders should avoid showing appreciation to their teams.
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The complexity of tasks should only be considered after the main goal is reached.
The complexity of tasks should only be considered after the main goal is reached.
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Understanding and supporting the goal is crucial for employee commitment in the goal-setting process.
Understanding and supporting the goal is crucial for employee commitment in the goal-setting process.
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Motivation refers to the psychological forces that determine the direction of people's behavior, their level of effort, and persistence.
Motivation refers to the psychological forces that determine the direction of people's behavior, their level of effort, and persistence.
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Intrinsic motivation is derived from external rewards such as pay and status.
Intrinsic motivation is derived from external rewards such as pay and status.
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Setting vague and unclear goals is more effective than setting specific and measurable goals according to Goal Setting Theory.
Setting vague and unclear goals is more effective than setting specific and measurable goals according to Goal Setting Theory.
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Edwin A. Locke developed Goal Setting Theory in 1986.
Edwin A. Locke developed Goal Setting Theory in 1986.
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Everyone is motivated differently, which makes motivation potentially challenging.
Everyone is motivated differently, which makes motivation potentially challenging.
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Tuckman’s theory emphasizes that the process of teamwork is less important than the results of the project.
Tuckman’s theory emphasizes that the process of teamwork is less important than the results of the project.
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Extrinsic motivation typically involves internal satisfaction from the work itself.
Extrinsic motivation typically involves internal satisfaction from the work itself.
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The McKinsey 7 S framework helps in analyzing the interpersonal and social aspects within an organization.
The McKinsey 7 S framework helps in analyzing the interpersonal and social aspects within an organization.
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Tuckman's theory states that the 'how' of a team's work is less important than the 'what'.
Tuckman's theory states that the 'how' of a team's work is less important than the 'what'.
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The McKinsey 7 S framework includes hard skills, soft skills, and their interconnectedness.
The McKinsey 7 S framework includes hard skills, soft skills, and their interconnectedness.
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Empowerment management style promotes a top-down approach with minimal employee involvement.
Empowerment management style promotes a top-down approach with minimal employee involvement.
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Social loafing is a potential benefit of project teams.
Social loafing is a potential benefit of project teams.
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Goal Setting Theory asserts that clear and specific goals can enhance employee motivation.
Goal Setting Theory asserts that clear and specific goals can enhance employee motivation.
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Divisional, Functional, and Matrix are types of organizational structures.
Divisional, Functional, and Matrix are types of organizational structures.
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In a Command & Control management style, employees are encouraged to act independently and make decisions.
In a Command & Control management style, employees are encouraged to act independently and make decisions.
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Intrinsic motivation is driven by external rewards such as bonuses and recognition.
Intrinsic motivation is driven by external rewards such as bonuses and recognition.
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Empowerment in an organization is defined as granting employees the autonomy to assume more responsibility.
Empowerment in an organization is defined as granting employees the autonomy to assume more responsibility.
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Fostering a culture that values people is irrelevant to employee empowerment.
Fostering a culture that values people is irrelevant to employee empowerment.
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A negative leadership style typically encourages autonomy in decision-making among employees.
A negative leadership style typically encourages autonomy in decision-making among employees.
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Self-determination as an aspect of empowerment means employees have the autonomy to make decisions about their work.
Self-determination as an aspect of empowerment means employees have the autonomy to make decisions about their work.
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Organizations that embrace a self-management model do not provide support to their employees.
Organizations that embrace a self-management model do not provide support to their employees.
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Reducing bureaucratic structures in an organization can lead to increased employee empowerment.
Reducing bureaucratic structures in an organization can lead to increased employee empowerment.
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The feeling of competence related to empowerment refers to employees having confidence in their abilities.
The feeling of competence related to empowerment refers to employees having confidence in their abilities.
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Empowerment does not impact the influence employees feel they have within their organization.
Empowerment does not impact the influence employees feel they have within their organization.
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In Command & Control management, the manager is responsible for making all decisions.
In Command & Control management, the manager is responsible for making all decisions.
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Employees in a Command & Control scenario are encouraged to carry out thinking functions of their jobs.
Employees in a Command & Control scenario are encouraged to carry out thinking functions of their jobs.
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Empowerment management emphasizes employee self-management over hierarchical relationships.
Empowerment management emphasizes employee self-management over hierarchical relationships.
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Basic problem solving and communication skills are essential in a Command & Control management style.
Basic problem solving and communication skills are essential in a Command & Control management style.
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A project manager is typically more directive during the execution phase of a project.
A project manager is typically more directive during the execution phase of a project.
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Tuckman's stages suggest that project managers are less controlling during the initiation phase.
Tuckman's stages suggest that project managers are less controlling during the initiation phase.
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Empowerment management encourages sharing power and information with employees.
Empowerment management encourages sharing power and information with employees.
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In a Command & Control scenario, employees are expected to develop skills for greater autonomy.
In a Command & Control scenario, employees are expected to develop skills for greater autonomy.
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Goals should be sufficiently ______ to keep employees engaged and focused.
Goals should be sufficiently ______ to keep employees engaged and focused.
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Regular ______ should be provided throughout the goal-achieving process to ensure tasks stay on track.
Regular ______ should be provided throughout the goal-achieving process to ensure tasks stay on track.
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Employees need to understand and support the goal to ensure their ______ to it.
Employees need to understand and support the goal to ensure their ______ to it.
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Effective leaders ______, which involves listening to people and providing feedback.
Effective leaders ______, which involves listening to people and providing feedback.
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Goals should be broken down into smaller ______ for better management of progress.
Goals should be broken down into smaller ______ for better management of progress.
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Goal-setting theory is based on the idea that setting specific and measurable ______ is more effective than setting unclear goals.
Goal-setting theory is based on the idea that setting specific and measurable ______ is more effective than setting unclear goals.
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Intrinsic motivation is derived from the ______ itself, such as enjoying the work being done.
Intrinsic motivation is derived from the ______ itself, such as enjoying the work being done.
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Edwin A. Locke developed Goal Setting Theory in ______.
Edwin A. Locke developed Goal Setting Theory in ______.
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The ______ indicates that people can be motivated by external rewards which may include pay, benefits, and status.
The ______ indicates that people can be motivated by external rewards which may include pay, benefits, and status.
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Tuckman’s theory explores how a team’s work on a project is just as important as the ______ itself.
Tuckman’s theory explores how a team’s work on a project is just as important as the ______ itself.
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Motivation can be difficult because every individual is ______ differently.
Motivation can be difficult because every individual is ______ differently.
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McKinsey's 7S framework can help analyze the ______ and social aspects within an organization.
McKinsey's 7S framework can help analyze the ______ and social aspects within an organization.
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A characteristic of a ______ management style is minimal employee autonomy and a top-down approach.
A characteristic of a ______ management style is minimal employee autonomy and a top-down approach.
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According to Tuckman's theory, 'how' the team works on a project is as important as 'what' they are accomplishing, which includes the stages of forming, ________, and performing.
According to Tuckman's theory, 'how' the team works on a project is as important as 'what' they are accomplishing, which includes the stages of forming, ________, and performing.
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In organizational structures, a ____ structure is typically organized by departments or functions.
In organizational structures, a ____ structure is typically organized by departments or functions.
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The McKinsey 7 S framework includes hard skills, soft skills, and ________ among its components.
The McKinsey 7 S framework includes hard skills, soft skills, and ________ among its components.
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Motivation in organizations can be categorized as intrinsic or ________ motivation.
Motivation in organizations can be categorized as intrinsic or ________ motivation.
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Leadership styles can vary, with the ________ management approach characterized by a top-down system.
Leadership styles can vary, with the ________ management approach characterized by a top-down system.
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One of the key aspects of empowerment in management is ensuring that employees believe their work holds ________.
One of the key aspects of empowerment in management is ensuring that employees believe their work holds ________.
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The theory developed by Edwin Locke focuses on goal setting and emphasizes the importance of setting specific and ________ goals.
The theory developed by Edwin Locke focuses on goal setting and emphasizes the importance of setting specific and ________ goals.
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Social loafing within project teams can occur when individuals do not feel their contributions are ________.
Social loafing within project teams can occur when individuals do not feel their contributions are ________.
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Empowerment is defined as granting employees the autonomy to assume more __________ within an organization.
Empowerment is defined as granting employees the autonomy to assume more __________ within an organization.
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When people feel empowered, they have a sense of __________ in their ability to perform tasks.
When people feel empowered, they have a sense of __________ in their ability to perform tasks.
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Establishing direction and __________ on empowerment is important for effective communication within an organization.
Establishing direction and __________ on empowerment is important for effective communication within an organization.
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To foster a culture of empowerment, organizations should reduce __________ and bureaucratic structures.
To foster a culture of empowerment, organizations should reduce __________ and bureaucratic structures.
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A self-management style enables organizations to exploit unused __________ in employees while providing support.
A self-management style enables organizations to exploit unused __________ in employees while providing support.
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In the context of empowerment, __________ refers to having the freedom to decide how to perform one's work.
In the context of empowerment, __________ refers to having the freedom to decide how to perform one's work.
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Negative leadership often communicates the message that 'you can't do that' or 'that is not __________'.
Negative leadership often communicates the message that 'you can't do that' or 'that is not __________'.
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Organizations like Zappos and Semco have embraced the self-management and __________ model.
Organizations like Zappos and Semco have embraced the self-management and __________ model.
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Command and Control is characterized by a hierarchy of authority primarily led by ______.
Command and Control is characterized by a hierarchy of authority primarily led by ______.
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In a Command and Control management style, the role of employees is primarily to ______ orders.
In a Command and Control management style, the role of employees is primarily to ______ orders.
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An essential skill required from employees in a Command and Control scenario is ______.
An essential skill required from employees in a Command and Control scenario is ______.
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During the ______ phase of a project, project managers tend to be more directive.
During the ______ phase of a project, project managers tend to be more directive.
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The role of managers in an empowerment scenario is to ______ power and information.
The role of managers in an empowerment scenario is to ______ power and information.
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Employees in an empowerment management style are expected to carry out ______ functions of their jobs.
Employees in an empowerment management style are expected to carry out ______ functions of their jobs.
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In Command and Control management, input from team members is often limited to situations where they are ______ or asked.
In Command and Control management, input from team members is often limited to situations where they are ______ or asked.
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A key concept in employee empowerment is committing to ______ and self-development.
A key concept in employee empowerment is committing to ______ and self-development.
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Study Notes
Motivation
- Motivation is the psychological force that influences people's actions, effort, and persistence.
- It's an internal state that directs individuals towards specific goals and objectives.
- Everyone is motivated, but not necessarily to do what others want
- People are motivated differently, therefore it can be difficult to motivate them.
Intrinsic & Extrinsic Motivation
- Intrinsic motivation stems from the work itself.
- Extrinsic motivation arises from external consequences like rewards or avoiding punishment
Goal Setting Theory
- Developed by Edwin A. Locke in 1968.
- Setting specific and measurable goals is more effective than vague goals.
SMART Goals
- Specific
- Measurable
- Achievable but challenging
- Relevant
- Timely
Goal Setting Theory - Key Attributes
- Clarity: Goals must be clear for employees to understand and avoid misunderstandings.
- Challenge: Goals should be sufficiently challenging to keep employees engaged.
- Commitment: Employees need to be invested in the goal.
- Feedback: Continuous feedback is important for staying on track.
- Task Complexity: Break down goals into smaller ones for easier progress.
Leadership - Effective vs Poor Leaders
- Effective leaders motivate, communicate, energize, support, acknowledge, and lead by example.
- Poor leaders are directive, controlling, demonstrate favoritism, and engage in negative leadership.
Empowerment
- Granting employees the autonomy to take on more responsibility within an organization.
- Strengthens their effectiveness.
Aspects of Empowerment
- Meaning: Employees feel their work is significant.
- Competence: Employees are confident in their capabilities.
- Self-determination: Employees have the autonomy to decide how to do the work.
- Impact: Employees believe they can influence different areas of the organization.
Empowerment Strategies
- Reducing hierarchical structures.
- Increasing access to power sources like information, resources, and managerial support.
- Fostering a culture that values employees at all levels.
- Establishing clear guidelines and boundaries for empowerment.
Empowerment Strategies for PMs
- Solicit input and ask for help in problem-solving.
- Collaborate with teams on difficult decisions.
- Ask questions instead of providing all the answers.
- Provide teams with needed information and tools.
- Give employees freedom to respond to customer needs.
- Lead by example with openness and honesty.
Additional Empowerment Strategies for PMs
- Stay informed and aware of what's happening.
- Set and communicate direction.
- Be the key decision-maker within your area of responsibility.
- Ensure employees are on track.
- Offer guidance and open doors when appropriate.
- Support employees in developing skills for greater autonomy and responsibility.
- Assess performance as needed.
Command & Control Management
- Hierarchy of authority with senior personnel making all decisions.
- Military-style management found in corporations.
- Managers make decisions, employees execute.
- Little input is allowed unless directed.
Empowerment vs. Command & Control Scenarios
- Command & Control: Hierarchy and vertical relationships.
- Empowerment: Employee self-management.
- Command & Control: Managers make decisions, give orders, and ensure compliance.
- Empowerment: Managers share power, information, and listen to employees
- Command & Control: Employees obey orders.
- Empowerment: Employees engage in thinking, controlling functions, and making decisions.
- Command & Control: Required employee skills are job-specific.
- Empowerment: Employees need basic problem-solving, communication, quantitative skills, commitment to learning, and self-development.
Considerations For Applying Command & Control and Empowerment
- When is it best to be more directive or controlling as a PM?
- Initiation Phase: As things are coming together.
- Execution Phase: When challenges and changes arise.
- During what phase of the project are more directive or controlling methods needed?
- Initiation: As things are becoming established
- Execution: When the project is encountering challenges.
- Based on Tuckman's Stages for teams, in what stage is the PM more directive or controlling?
- Forming and Storming: As the team is new and establishing norms.
Motivation
- Motivation refers to the psychological forces that determine people's behavior within organizations
- Motivation can be intrinsic or extrinsic; intrinsic motivation is internal and comes from the work itself, while extrinsic motivation comes from external consequences such as rewards or punishment.
Goal Setting Theory
- Developed by Edwin A. Locke in 1968
- Goal-setting theory states that setting specific and measurable goals is more effective than setting unclear goals.
- SMART goals are: Specific, Measurable, Achievable, Relevant, Time-bound.
- Key principles of goal setting theory:
- Clarity: Goals should be clear and specific
- Challenge: Goals should challenge employees while still being achievable.
- Commitment: Employees should be committed to and understand the assigned goals.
- Feedback: Regular feedback should be provided during the goal-achieving process.
Motivating teams
- Effective leaders empower, motivate, communicate, energize, support, acknowledge, recognize, show appreciation, lead by example, and are available to their team.
- Poor leaders are directive, controlling, demonstrate favoritism, and have a negative leadership style.
Empowerment
- Granting employees autonomy to take on more responsibility.
- When people feel empowered they have:
- Meaning: They feel their work is important.
- Competence: They have confidence in their ability.
- Self-determination: They have autonomy to decide how to do their work.
- Impact: They feel they can influence various aspects of their work, such as their department, team, organization, or community.
Empowerment in Organizations
- Organizations can empower their employees by:
- Reducing hierarchical and bureaucratic structures
- Increasing access to information, resources, and managerial support
- Fostering an organizational culture that values people and focuses on all levels
- Establishing clear direction and boundaries for empowerment
Empowerment in Project Management
- Project managers can empower their teams by:
- Soliciting input and asking for help solving problems
- Working with the team to make progressively harder decisions
- Asking questions rather than providing all the answers
- Providing teams with necessary information and tools
- Giving employees freedom to respond to customer needs
- Setting a good example of openness and honesty
- Being well-informed and aware of what is happening
- Setting and communicating directions
- Being the key decision-maker within their responsibility
- Ensuring employees are on course
- Offering guidance and opening doors when appropriate
- Ensuring employees develop skills to assume greater autonomy and responsibility
- Assessing performance as needed.
Command and Control Management
- A hierarchical system with authority held solely by senior personnel.
- This is a military-style management approach that prioritizes obedience and order, common in corporations.
- Managers make all decisions, while teams execute those decisions.
Command & Control vs Empowerment
- Command & Control: Hierarchy, vertical relationships, managers make decisions, employees obey orders, job skills are required
- Empowerment: Employee self-management, managers share power and information, employees think and control work, employees need basic problem-solving, communication, and self-development skills.
Command & Control in Project Management
- Project managers may be more directive or controlling during the initiation and execution phases of a project, especially when facing challenges or working within Tuckman's forming or storming team stages.
Motivation
- Motivation refers to the psychological forces that drive an individual's behavior, effort, and persistence towards goals
- Motivation can be either intrinsic or extrinsic
- Intrinsic motivation arises from the work itself
- Extrinsic motivation stems from external factors like rewards or punishment
Goal Setting Theory
- Developed by Edwin Locke in 1968
- Focuses on setting specific, measurable, achievable, relevant, and timely (SMART) goals
- Effective goal setting requires clarity, challenge, commitment, feedback, and breaking down complex tasks into smaller parts
Empowering Teams
- Effective leaders empower teams by:
- Motivating
- Communicating (listening and providing feedback)
- Energizing
- Supporting
- Acknowledging and showing appreciation
- Leading by example
- Being available to the team
Demotiving Teams
- Ineffective leaders demotivate teams by:
- Being directive and controlling
- Demonstrating favoritism
- Engaging in negative leadership
Empowerment
- Granting employees autonomy to assume more responsibility within an organization
- Strengthening their sense of effectiveness
Aspects of Empowerment
- When people feel empowered, they experience:
- Meaning: Their work feels important
- Competence: Confidence in their abilities
- Self-determination: Autonomy to choose how they work
- Impact: Influence on various levels (department, team, organization, etc.)
Empowerment Practices
- Reduce hierarchical and bureaucratic structures
- Increase access to resources, information, and managerial support
- Foster a culture of valuing all employees
- Establish clear guidelines and boundaries for empowerment
Empowerment as a Project Manager
- Solicit input and ask for help in problem-solving
- Collaborate with the team to make increasingly difficult decisions
- Ask questions rather than providing all the answers
- Provide information and tools
- Give employees freedom to respond to customer needs
- Set a positive example by being open and honest
- Be informed and aware of project progress
- Set and communicate direction
- Be the key decision maker within responsibility
- Ensure employees are on track
- Guide and provide opportunities
- Encourage skill development for greater autonomy
- Assess performance as required
Command and Control Management
- Hierarchy-based system with senior personnel making decisions
- Military-style management adopted by corporations
- Managers make decisions, and employees execute orders
Empowering vs. Command and Control: Scenarios
| Command and Control | Empowerment | |
|---|---|---|
| Organization | Hierarchy and vertical relationships | Employee self-management |
| Managers | Decision makers, order givers, enforcers | Power and information sharers, listeners |
| Employees | Order followers | Decision makers and problem solvers |
| Required skills | Job skills | Problem solving, communication, quantitative skills, learning, and self-development |
Project Management and the Shift to Directiveness
- Project managers may become more directive during the initiation and execution phases, particularly when encountering challenges
- This aligns with Tuckman's stages of team development, where the leader is more directive during the forming and storming phases
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Explore the concepts of motivation and goal setting, including intrinsic and extrinsic motivation. Learn about the SMART goals framework and key attributes of effective goal setting as outlined by Edwin A. Locke. This quiz will enhance your understanding of how motivation drives behavior and achievement.
