All Matches

Solution Library

Expert Answer

Textbooks

Search Textbook questions, tutors and Books

Oops, something went wrong!

Change your search query and then try again

Result Not Found

Books FREE
Tutors
Study Help
Hire a Tutor
AI Tutor New

Search
Sign In
Register

study help
business
project team leadership

Questions and Answers of Project Team Leadership

I hold myself accountable for meeting my goals.
I usually or always meet commitments and keep promises.
I am able to admit my own mistakes.
I can think clearly and stay focused on the task at hand under pressure.
I usually stay composed, positive, and unflappable, even in trying times.
■ Relationship management is the ability to gain cooperation and inspire others as well as manage potentially dysfunctional emotions such as anger and fear.
■ Social-awareness is the abilitiy to understand another person’s emotions and know his or her needs even though unstated.
■ Self-management is the ability to regulate one’s own emotions, keeping harmful impulses in check.
■ Self-awareness is the ability to recognize and understand the meaning of one’s own emotions.
4. Empower people to own business problems. Both policy makers and action takers are personally committed in engaged companies. Engagement requires assigning meaningful tasks to achieve product and
3. Gain employee trust through competence and integrity. People give power to their leaders who must use their power well or they will take it away; or at least, they will withhold allegiance.
2. Create pictures together that liberate the imagination. The power of the notepad, pencil, and two or more heads together is enormous. The plan on a napkin, the project on a poster, and the story
1. Keep people connected through stories and images. Homer’s Iliad and Odyssey, about the Trojan War, show the power of stories; and Aristotle said, “The soul doesn’t think without a
9. The ideal is to integrate the needs of the individual with the goals of the organization. If the needs of the individual can be satisfied while advancing the goals of the organization, the
8. Leadership is important in meeting employee needs and preventing motivation problems. What a leader does will vary with the circumstances. Sample actions include improving job safety (survival
7. Unsatisfied needs can harm your health, as surely as if you were physically stricken. If you feel the need for recognition, but no one respects you; if you feel the need for love, but no one
6. A person can be deficiency-motivated, bringing harm to self or others. It is possible to have an extreme fixation on a natural need, so strong that it can lead to neurotic and even destructive
5. All people have the same needs, but to different degrees and accompanied by different wants. What it takes to satisfy motivational needs and how much is required are unique to each person. To
4. The same act can satisfy any of the five motivation levels. Consider that a person may work for any of the following reasons: (1) because there is no food to eat, thus meeting survival needs; (2)
3. Psychological needs and social values are not the same. Both Adolf Hitler and Mohandas Gandhi may have been motivated by the need for respect (the fourth motivation level), but their actions
2. Employee motivation and company success are related. In his book The Human Equation, Jeffrey Pfeffer shows that profit is directly related to a company’s effectiveness in motivating its
1. A satisfied need is not a motivator. It is not what people have that motivates behavior; it is what they do not have, or what they have done without. One person may be motivated by a need to never
■ Providing the opportunity for personal growth, through both on-the-job assignments and outside activities. For example, an organization may support an employee’s involvement in community
■ Discussing organization values and goals in light of individual values and goals, and tailoring job duties to accomplish both.
■ Most important, day-to-day recognition and praise for a job well done.
■ Tangible rewards, such as increased pay, bonuses, commemorative plaques, letters of recognition, gifts, and privileges.
■ Opportunities to improve job status through training programs, job titles, and promotions.
■ Public acclaim for outstanding contributions at award banquets, retirement dinners, and annual meetings.
■ Individual incentives for high performance, such as achievement awards, worker-ofthe-month honors, attendance awards, and recognition for suggestions.
■ Most important, an open-door policy in which every employee feels free to share concerns and suggestions with every other employee, regardless of level of responsibility.
■ Communication outlets, such as employee newsletters, notices from management, bulletin boards, and annual reports.
■ Job participation vehicles, such as regular staff meetings, annual employee meetings, employee task forces, committees, and performance improvement teams.
■ Expressions of consideration, such as notes of appreciation, hospital visits, and sympathetic understanding when employees have personal problems.
■ Celebration of holidays, birthdays, and special events.
■ Communication sessions between employees and management (these are most effective when conducted in small groups).
■ Confidence in management through stable and dependable actions of managers.
■ Job security through career counseling, in-service training, and seniority systems.
■ Economic protection through insurance and retirement programs.
■ Job aids, such as training manuals and technical assistance.
10. I would work overtime if A The work is challenging.B I need the extra income.C My co-workers are also working overtime.D I must do it to keep my job.E The company recognizes my
9. I would accept a new position if A The position would be a test of my potential.B The new job would offer better pay and physical surroundings.C The new job would be secure and offer long-term
8. The job situation that would cause the most stress for me is A Having a serious disagreement with my co-workers.B Working in an unsafe environment.C Having an unpredictable supervisor.D Not being
7. I would consider changing jobs if my present position A Did not offer security and fringe benefits.B Did not provide a chance to learn and grow.C Did not provide recognition for my performance.D
6. The kind of job that brings out my best is one in which A There is a family spirit among employees and we all share good times.B The working conditions—equipment, materials, and basic
5. In deciding whether or not to accept a promotion, I would be most concerned with whether A The job was a source of pride and would be viewed with respect by others.B Taking the job would
4. My morale would suffer most in a job in which A The future was unpredictable.B Other employees received recognition, when I didn’t, for doing the same quality of work.C My co-workers were
3. For me, the most important rewards in working are those that A Come from the work itself—important and challenging assignments.B Satisfy the basic reasons people work—good pay, a good home,
2. If I were to quit a job, it would probably be because A It was a dangerous job, such as working with inadequate equipment or poor safety procedures.B Continued employment was questionable because
1. Overall, the most important thing to me about a job is whether or not A The pay is sufficient to meet my needs.B It provides the opportunity for fellowship and good human relations.C It is a
• Describe what the leader can do to achieve the benefits of diversity and avoid the pitfalls of prejudice.
• Understand gender, age, and cultural diversity.
• Know why diversity is an important subject for leadership effectiveness.
• Diagnose strengths and weaknesses in the art of persuasion.
• Know the power of words when spoken from the heart.
• Assess your level of emotional intelligence.
• Achieve employee engagement.
• Tap the transformational power of human motivation.
• Understand why people do what they do.
2. How can you apply what you have learned? What will you do, with whom, where, when, and, most important, why?
1. What is the most important idea you have learned in Part Five?
2. How does the idea of no walls and no doors in the corporate headquarters encourage the culture Hot Topic is trying to perpetuate? Do you think you would like to work in such an atmosphere?
1. What makes Hot Topic so successful as a retailer? What makes them so popular with their employees? How can they keep their success going?
■ A role-play exercise shows the importance of individual behavior in team dynamics:Gather in a group of 10 to 13 participants. Anonymously assign positive group member roles from page 219 to half
■ Use the “Team Excellence” exercise to develop and sustain team effectiveness.Discuss results.
■ What should a leader do to build a top-performing team? What policies and practices have worked for you? What have you seen work for others?
■ What is your style of problem solving—Charles Darwin, Albert Einstein, Socrates, or Henry Ford? Does your career or current job allow you to capitalize on the strengths of your style—inquiry
■ Discuss positive and negative group member roles. Which positive roles do you usually play when you perform at your best? Which negative roles do you need to eliminate?
■ Have you ever been a member of a high-performance work group? Describe the conditions.
■ What is your level of morale? What practical steps can the leader take to keep morale and performance high in a work group or organization?
■ How do you rate on principles of effective leadership? What are your strengths?What areas do you need to improve?
5. Partnering—how people interact and work together to achieve success on the team and across organizational units.
4. Infrastructure—how the work of the team is systemized and resources accessed.
3. Learning—how performance is improved and skills developed.
2. Accountability—how individual and team performance is managed and rewarded.
1. Buy-in—how the work of the team is legitimized and goals are set.
How should we monitor our progress?Actions to be taken, including who should do what by when, are as follows:
What should we stop doing?
What should we start doing?
What should we continue doing?
To operate as a team, what do we need?
■ How should we work together to fulfill our potential? What should we continue doing, start doing, or stop doing? How should we monitor progress? Who should do what by when?
■ What are the critical factors that define success? How do we know what great performance looks like?
■ What should be our strategy? What initiatives should we have to accomplish our goals and achieve our mission? What strategic, measurable, action-oriented, and timely projects and activities
■ Who are our stakeholders? Who cares about our work and what will it mean to them when we are successful?
■ What are our values? What principles should guide us in moral dilemmas?
■ What should be our goals? What should we accomplish to fulfill our mission?
■ What is our purpose or mission? What is our reason for existence?
■ Where are we now? What are our current “prouds” and “sorries”? What are our strengths, weaknesses, opportunities, and threats?
■ Where have we been? What forces and events have brought us to this point?
5. After reaching a preliminary consensus about what seems to be the best policy or decision, the group should hold a “second chance” meeting, at which every member expresses as clearly as
4. When the agenda calls for evaluation of decision or policy alternatives, at least one member should play devil’s advocate, functioning as a lawyer in challenging the testimony of those who
3. The leader should set up outside evaluators to work on the same policy question. This tactic can prevent the group from being insulated from important information and suggestions.
2. When charging a group with a task, the leader should adopt an impartial stance instead of stating personal opinions and preferences. This approach will encourage open discussion and impartial
1. The leader should assign the role of critical evaluator to each member, encouraging the group to give open airing of ideas, including objections and doubts. This practice should be reinforced by
8. Illusion of unanimity. Finally, the rationalizations, psychological pressures, and mindguards have their effect—the group coalesces around a decision. Drawbacks are downplayed, and the
7. Mindguards. A bodyguard is someone charged with the protection of another person’s physical well-being. In groupthink, a corollary entity may surface to protect the group from disturbing
6. Direct pressure. Pressure on group members can surface in many forms. The net effect is the same: Group members are encouraged to keep dissident views to themselves.As one example, Janis reported
5. Self-censorship. As one of the principles on which our country was founded, the ability to express oneself without censorship has always been highly valued. It has also been considered a healthy
4. Stereotypes of out-groups. President Truman and his advisors fell victim to the temptation to falsely characterize enemy groups in 1950 with the decision to cross the 38th parallel, a line drawn
3. Rationalization. When a final decision is reached, it is normal to downplay the drawbacks of the chosen course. The problem in a group arises when legitimate objections exist, but they are

Showing 700 - 800 of 2796

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last

Services

Sitemap
Fun
Definitions
Become Tutor
Study Help Categories
Recent Questions
Expert Questions

Company Info

Security
Copyrights
Privacy Policy
Terms & Conditions
SolutionInn Fee
Scholarship

Get In Touch

About Us
Contact Us
Career
Jobs
FAQ
Campus Ambassador

Secure Payment

Download Our App

© 2024 SolutionInn. All Rights Reserved