Watch The Video Titled More Management Techniques From On

Watch The Video Titled More Management Techniques Fromthe One Minute

Watch the video titled “More Management Techniques from The One Minute Manager †(6 min 28 s), shown below. 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. Wallace, Chris. "Management Techniques from "The One Minute Manager"". NBC Learn, NBC Today Show, 6 Sep. 1982.

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Introduction

The management techniques discussed in "The One Minute Manager"—namely goal setting, praise, and reprimand—have been influential in shaping early leadership strategies. Although these techniques were introduced nearly three decades ago, their relevance persists in contemporary management, particularly within team settings. This essay critically assesses each approach, evaluates their applicability today, and discusses their enduring significance or limitations in modern workplaces.

Goal Setting

Goal setting, as presented in the video, emphasizes clear, concise objectives that motivate employees and provide direction. This approach promotes focus and accountability, enabling team members to understand expectations and measure progress. In contemporary management, goal setting remains a cornerstone of effective leadership, especially within team environments where clarity prevents confusion and enhances collaboration (Locke & Latham, 2002). SMART goals—Specific, Measurable, Achievable, Relevant, Time-bound—are a refined version that aligns with modern practices, fostering motivation and accountability.

However, some critique exists around rigid goal setting. Overemphasis on specific targets can sometimes undermine creativity or adaptability, especially in fast-changing industries (Schriesheim & Neider, 2019). While goal setting remains pertinent, managers today must balance clarity with flexibility, encouraging innovation alongside goal achievement.

Praise

The technique of praise involves recognizing and reinforcing positive behavior, which boosts morale and encourages repeated desirable actions. In a team context, praise fosters a supportive environment, strengthens relationships, and increases motivation (Deci & Ryan, 2000). Modern management extensively leverages positive reinforcement, with practices such as employee recognition programs and real-time feedback.

Nonetheless, critics warn that superficial or insincere praise can diminish its effectiveness. Authenticity and timeliness are key; praise must be genuine and specific to be meaningful (Latham & Pinder, 2005). Moreover, in diverse team settings, culturally sensitive approaches to praise are essential, as perceptions of recognition vary across cultures. Overall, praise remains highly applicable in today’s workforce, provided it is sincere and appropriately tailored.

Reprimand

Reprimanding involves addressing undesirable behavior promptly to correct course and maintain standards. In the video, reprimands are presented as a quick, direct way to manage issues. Within teams, constructive criticism can be a powerful tool for improvement, fostering accountability and learning (Steelman, Levy, & advanced, 2004).

However, the effectiveness of reprimands heavily depends on delivery; harsh or poorly timed reprimands can damage morale and reduce engagement. Contemporary leadership emphasizes constructive feedback that emphasizes growth rather than punishment (Kluger & DeNisi, 1996). Additionally, fostering a culture of open communication minimizes the need for reprimands by proactively addressing issues.

While the core idea of reprimanding remains relevant, modern management advocates for a balanced approach—combining timely correction with support and development—to sustain positive team dynamics.

Applicability in Today’s Workforce

Despite their age, the core principles of goal setting, praise, and reprimand continue to underpin effective management strategies. Today's dynamic, team-oriented workplaces require leaders to adapt these techniques with cultural sensitivity, technological integration, and emotional intelligence. For example, goal setting aligns well with project management methodologies like Agile, emphasizing iterative progress and flexibility (Highsmith & Cockburn, 2001).

Similarly, praise and recognition are now often facilitated through digital platforms, enabling instant and widespread acknowledgment. Reprimands, when handled appropriately, foster a culture of continuous improvement and accountability, which are essential in competitive and fast-paced industries.

However, the evolution of workplace values—such as emphasis on inclusivity, empowerment, and psychological safety—necessitates that these techniques be implemented thoughtfully. Leaders must ensure that their use of goal setting, praise, and reprimand fosters positive relationships and promotes engagement rather than compliance or fear.

Conclusion

The techniques of goal setting, praise, and reprimand from "The One Minute Manager" are timeless principles that remain relevant in contemporary management practices. Their effectiveness depends on how well they are adapted to the complexities of modern team dynamics, cultural diversity, and technological advancements. When applied thoughtfully, these strategies can foster motivated, cohesive, and high-performing teams. As management continues to evolve, integrating these foundational techniques with modern leadership insights can create an environment conducive to both individual growth and organizational success.

References

1. Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
2. Highsmith, J. A., & Cockburn, A. (2001). Agile software development: The business of innovation. Computer, 34(9), 120-127.
3. 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.
4. Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the 21st century. Annual Review of Psychology, 56, 485-516.
5. 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.
6. Schriesheim, C. A., & Neider, L. L. (2019). Power and influence in organizations. In J. C. C. Byman & A. G. G. Allen (Eds.), Handbook of leadership theory and practice (pp. 234-257). Routledge.
7. Steelman, L. A., Levy, P. E., & Snell, S. A. (2004). The feedback environment scale (FES): Development and validation. Journal of Organizational Behavior, 25(4), 439-462.