Management Techniques From The One Minute Manager ✓ Solved

Management Techniques from "The One Minute Manager"

Watch the video titled “More Management Techniques from The One Minute Manager” (6 min 28 s). From the video, give your opinion on the three (3) approaches discussed in the video (goal setting, praise, and reprimand). Assess how these are or are not applicable to a team setting, and whether this is still pertinent in today’s workforce given that the video is nearly three (3) decades old.

Sample Paper For Above instruction

Management techniques such as goal setting, praise, and reprimand have been fundamental to effective leadership and team management for decades. The video “More Management Techniques from The One Minute Manager” succinctly outlines these strategies as essential tools for managers to motivate and guide their teams efficiently (Blanchard & Johnson, 1982). A critical examination of these approaches reveals their ongoing relevance and applicability in today’s dynamic workforce environment.

Goal Setting

Goal setting is a cornerstone of effective management practice, primarily because it provides clear targets for team members to achieve. The approach involves establishing specific, measurable, achievable, relevant, and time-bound (SMART) goals to direct efforts toward desired outcomes (Locke & Latham, 2002). In a team setting, goal setting fosters alignment, enhances motivation, and boosts accountability. Modern work environments, characterized by rapid change and high collaboration demands, rely heavily on clearly articulated goals to ensure team cohesion and direction (Doran, 1981). For instance, Agile project management methodologies emphasize setting short-term goals that facilitate adaptability and continuous improvement, indicating the technique's enduring utility.

Praise

The strategy of offering praise is pivotal in reinforcing positive behaviors and motivating team members. Recognizing individual contributions publicly or privately encourages continued high performance and fosters a culture of appreciation (Cameron & Pierce, 1994). In today's workforce, where employee engagement is increasingly linked to organizational success, praise remains an effective tool. Particularly in team environments, acknowledging collective achievements can bolster morale and strengthen team bonds. However, modern management also emphasizes authentic, personalized praise to ensure it resonates meaningfully with recipients, adapting the traditional approach to fit contemporary diverse teams (Hakanen et al., 2006).

Reprimand

Reprimanding, or providing corrective feedback, is an essential aspect of performance management. When delivered constructively, it can correct behaviors that hinder team progress, clarifying expectations and driving improvement (Stone & Heen, 2014). Although potentially sensitive, appropriately timed and tactfully delivered reprimands can prevent small issues from escalating into significant problems. In a team setting, transparent communication about errors promotes trust and accountability. Despite the age of the original video, the fundamentals of constructive reprimanding remain relevant, especially as modern organizations emphasize continuous feedback and development (Kluger & DeNisi, 1996). However, contemporary approaches advocate for a balanced method that pairs corrective feedback with positive reinforcement to maintain motivation.

Applicability to a Team Setting

All three techniques—goal setting, praise, and reprimand—are inherently adaptable to team management. Goals provide shared direction, praise fosters teamwork, and reprimands uphold accountability. Modern team management strategies, such as transformational leadership and servant leadership, incorporate these elements to create empowering environments (Bass & Avolio, 1994). Moreover, the emphasis on emotional intelligence in leadership today enhances the effectiveness of these techniques by ensuring that feedback and recognition are delivered empathetically, thus improving response and engagement (Goleman, 1995).

Relevance in Today’s Workforce

Although the video was produced nearly three decades ago, its core principles remain pertinent in today’s workforce. Rapid technological advancements and changing organizational structures do not diminish the importance of goal setting, praise, and reprimand; rather, they underscore their necessity in navigating modern complexities. Today’s diverse and globally distributed teams benefit significantly from clear goals and consistent feedback, which promote alignment despite geographical and cultural differences (Härtel et al., 2010). Furthermore, contemporary management emphasizes a participative approach—sharing goals, celebrating successes, and providing constructive feedback—making these age-old techniques even more critical in fostering high-performing teams (Yukl, 2010). Moreover, with increased focus on employee wellbeing, recognizing achievements through praise and managing underperformance with tact aligns with best practices for sustainable team growth (Hakanen et al., 2006).

Conclusion

The fundamental management approaches of goal setting, praise, and reprimand, as highlighted in “More Management Techniques from The One Minute Manager,” continue to be relevant today. Their application in a team setting promotes clarity, motivation, and accountability, which are vital for organizational success. While the workplace landscape has evolved, these methods have proven adaptable and effective in fostering positive, productive environments. Modern leadership practices, enriched by emotional intelligence and participative management, build upon these foundational techniques to meet the demands of contemporary workforces.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Cameron, J., & Pierce, W. D. (1994). Reinforcement, reward, and intrinsic motivation: A meta-analysis. Review of Educational Research, 64(1), 363-423.
• Doran, G. T. (1981). There's a S.M.A.R.T. way to write management's goals and objectives. Management Review, 70(11), 35-36.
• Goleman, D. (1995). Emotional intelligence. Bantam Books.
• Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of Vocational Behavior, 68(1), 119-132.
• Härtel, C. E. J., Ashkanasy, N. M., & Zerbe, W. J. (2010). Trust and perceived organizational support in multicultural teams. Journal of International Management, 16(4), 455-467.
• Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254-284.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Stone, D., & Heen, S. (2014). Thanks for the feedback: The science and art of receiving feedback well. Viking.
• Yukl, G. (2010). Leadership in organizations (7th ed.). Pearson Education.