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Frankly, Edwin, I think you're dreaming. Regardless of
whether people are co-located or remote, unless they're
volunteering for some sort of nonprofit foundation trying
to end world hunger, they're still motivated by the desire
to receive appropriate compensations, recognition and
advancement for effective contributions, not some touchy-
feely new age management school philosophy. What they
expect from good management is a clear definition of
what is expected from them, training, tools, feedback on
their progress and, occaisionally, some intervention from
above when they encounter roadblocks that require it, and
these are the things good managers provide that "motivate
and facilitate." A manager with professional subordinates
(as opposed to some assembly line) who spends any
significant amount of time "implementing and directing
nuts and bolts activities" is either a micromanager who
hasn't learned to trust the capabilities and maturity of
a good team or one who has a poor team that needs a local
------- Original Message -------
On Mon, 29 Mar 2004 12:40:27 -0700 (MST) Edwin Dahlquist wrote:
Take away the stick, and make
most of the carrots unavailable, and what is left is overpaid incompetence.
Specifically, a manager should be able to encourage and facilitate a high level
of task accomplishment WITHOUT resorting to either conventional rewards or
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