1.

Introduction Wajenzi and mission and vision of the project management team
A project vision answers why, the essential starting point for inspiring action.

A vision gives project participants a reason for contributing. It clarifies the project’s
purpose, eliminates confusion, unifies the team, and inspires them to do their best. It’s of
the three main points of my book Learn to Launch.

A vision and a vision statement are separate but related concepts. The vision is a grand,
encompassing idea with emotional weight; a vision statement is its linguistic
representation—a concise declaration of the big picture, a sort of project scripture. It sets
the direction and helps people see and understand.

Consider the following examples:

 “Take to market a copier that is small, inexpensive, and reliable enough for
personal use on a secretary’s desk.”

 “Design an onboarding program that quickly transforms new employees into

valuable long-term contributors.”

 “Prepare a prioritized list of low-cost engineering recommendations that guides

the organization to more energy-efficient operations.”

Keep these points in mind when forming your own project vision statement:
 Simple—Keep your project vision statement brief. If it is longer than a sentence
or two, it’s not clear enough.
 Actionable—Express the project vision with strong verbs like “deliver” or
“produce” to encourage action.
 Engaging—Include concepts that will resonate with project participants and
impel them to commit their best effort.
 Collaborative—Solicit input from many stakeholders, including your team and
the client. This will not only produce better ideas but will help them own and
agree on the vision.
 Forward-thinking—Imagine the project’s conclusion and express the vision in
terms of the benefits.
 Specific—If they are brief, you may mention a few key criteria or goals that will
define success.

Roles Played by Mission and Vision
Mission and vision statements play three critical roles: (1) communicate the purpose of
the organization to stakeholders, (2) inform strategy development, and (3) develop the
measurable goals and objectives by which to gauge the success of the organization’s
strategy.

First, mission and vision provide a vehicle for communicating an organization’s purpose
and values to all key stakeholders. Stakeholders are those key parties who have some
influence over the organization or stake in its future. You will learn more about
stakeholders and stakeholder analysis later in this chapter; however, for now, suffice it to
say that some key stakeholders are employees, customers, investors, suppliers, and
institutions such as governments. Typically, these statements would be widely circulated
and discussed often so that their meaning is widely understood, shared, and
internalized. The better employees understand an organization’s purpose, through its
mission and vision, the better able they will be to understand the strategy and its
implementation.

Second, mission and vision create a target for strategy development. That is, one
criterion of a good strategy is how well it helps the firm achieve its mission and vision. To
better understand the relationship among mission, vision, and strategy, it is sometimes
helpful to visualize them collectively as a funnel. At the broadest part of the funnel, you
find the inputs into the mission statement. Toward the narrower part of the funnel, you
find the vision statement, which has distilled down the mission in a way that it can guide
the development of the strategy. In the narrowest part of the funnel you find the strategy
—it is clear and explicit about what the firm will do, and not do, to achieve the vision.
Vision statements also provide a bridge between the mission and the strategy. In that
sense the best vision statements create a tension and restlessness with regard to the
status quo—that is, they should foster a spirit of continuous innovation and
improvement. For instance, in the case of Toyota, its “moving forward” vision urges
managers to find newer and more environmentally friendly ways of delighting the
purchaser of their cars.

Third, mission and vision provide a high-level guide, and the strategy provides a specific
guide, to the goals and objectives showing success or failure of the strategy and
satisfaction of the larger set of objectives stated in the mission. In the cases of both
Starbucks and Toyota, you would expect to see profitability goals, in addition to metrics
on customer and employee satisfaction, and social and environmental responsibility.

2. Nature of organization environment

Organizing for Project Management

What is Project Management?

The management of construction projects requires knowledge of modern management

as well as an understanding of the design and construction process. Construction
projects have a specific set of objectives and constraints such as a required time frame
for completion. While the relevant technology, institutional arrangements or processes
will differ, the management of such projects has much in common with the management
of similar types of projects in other specialty or technology domains such as aerospace,
pharmaceutical and energy developments.

Generally, project management is distinguished from the general management of

corporations by the mission-oriented nature of a project. A project organization will
generally be terminated when the mission is accomplished. According to the Project
Management Institute, the discipline of project management can be defined as follows:
[1]

Project management is the art of directing and coordinating human and material
resources throughout the life of a project by using modern management techniques to
achieve predetermined objectives of scope, cost, time, quality and participation
satisfaction.
By contrast, the general management of business and industrial corporations assumes a
broader outlook with greater continuity of operations. Nevertheless, there are sufficient
similarities as well as differences between the two so that modern management
techniques developed for general management may be adapted for project
management.

The basic ingredients for a project management framework [2] may be represented
schematically in Figure 2-1. A working knowledge of general management and familiarity
with the special knowledge domain related to the project are indispensable. Supporting
disciplines such as computer science and decision science may also play an important
role. In fact, modern management practices and various special knowledge domains
have absorbed various techniques or tools which were once identified only with the
supporting disciplines. For example, computer-based information systems and decision
support systems are now common-place tools for general management. Similarly, many
operations research techniques such as linear programming and network analysis are
now widely used in many knowledge or application domains.

Subsequently, the functions of project management for construction generally include

the following:

1. Specification of project objectives and plans including delineation of scope,

budgeting, scheduling, setting performance requirements, and selecting project
participants.

2. Maximization of efficient resource utilization through procurement of labor,

materials and equipment according to the prescribed schedule and plan.

3. Implementation of various operations through proper coordination and control of

planning, design, estimating, contracting and construction in the entire process.

4. Development of effective communications and mechanisms for resolving

conflicts among the various participants.
The Project Management Institute focuses on nine distinct areas requiring project
manager knowledge and attention:

1. Project integration management to ensure that the various project elements are
effectively coordinated.

2. Project scope management to ensure that all the work required (and only the
required work) is included.

3. Project time management to provide an effective project schedule.

 4. Project cost management to identify needed resources and maintain budget
control.

5. Project quality management to ensure functional requirements are met.

6. Project human resource management to development and effectively employ

project personnel.

7. Project communications management to ensure effective internal and external

communications.

8. Project risk management to analyze and mitigate potential risks.

9. Project procurement management to obtain necessary resources from external

sources.
These nine areas form the basis of the Project Management Institute's certification
program for project managers in any industry.

3. Globalization
Globalization is a term used to describe how countries, people and businesses around
the world are becoming more interconnected, as forces like technology, transportation,
media, and global finance make it easier for goods, services, ideas and people to cross
traditional borders and boundaries. Globalization offers both benefits and challenges. It
can provide tremendous opportunity for economic growth to improve the quality of life for
many people. It can also lead to challenges with the welfare of workers, economies, and
the environment as businesses globalize and shift their operations between countries to
take advantage of lower costs of doing business in other world regions.

Globalization, Economic Growth and Market Opportunity

Globalization creates opportunities for many countries to experience economic growth.

Economic growth is the increase in the amount of the goods and services produced by
an economy over time. It is conventionally measured as a percentage change in the
Gross Domestic Product (GDP) or Gross National Product (GNP). These two measures,
which are calculated slightly differently, total the amounts paid for the goods and
services that a country produced. As an example of measuring economic growth, a
country that creates $9,000,000 in goods and services in 2010 and then creates
$9,090,000 in 2011 has a nominal economic growth rate of 1 percent for 2011.

A way of classifying the economic growth of countries is to divide them into three groups:
(a) industrialized, (b) developing, and (c) less-developed nations.

 Industrialized nations have economies characterized by a healthy climate for

private enterprise (business) and a consumer orientation, meaning the business
climate focuses on meeting consumers’ long-term wants and needs. These nations
have high literacy rates, modem technology, and higher per capita incomes.
 Historically, industrialized nations include United States, Canada, Japan, South
Korea, Australia, New Zealand, and most Western European nations. Newly
industrialized countries include Russia and most other eastern European
countries, Turkey, South Africa, China, India, and Brazil, among others.
 Less-developed nations, also known as least-developed countries (LDCs) have
extensive poverty, low per capita income and standards of living, low literacy
rates, and very limited technology. Often these nations lack strong government,
financial, and economic systems to support a healthy business community. Their
economies tend to be focused on agriculture and production of raw materials
(such as the mining and timber industries). There are many less-developed nations
in the world, with most located in Africa and Asia.
 Developing nations are those that are making the transition from economies
based on agricultural and raw-materials production to industrialized economies.
They exhibit rising levels of education, technology, and per capita incomes.
Governments in these nations typically have made strong progress to improve the
climate for business in order to attract business and economic investment. There
is a growing list of developing nations, including many countries in Latin
America and Asia.
4. The organization structure
Project management structure is very vital to the success of any project team; an
organization or project team that is structured gives support to the work that’s being
done. Misaligned project management teams or organizations create a negative impact
on the outcome of a project. This is simply because the organizational structure has an
influence on the authority of the project manager, thereby affecting how projects are run.
It goes without saying that non-structured project management teams often lack
guidance and a guided team drives successful projects.

Three Types of Project Management Structures

An organizational structure could be described as the official line of authority and control
within an organization. Project management structures tell us how reporting relationships
work in a particular organization.

Depending on the environment the organization finds itself operating in, the goals they
set for themselves and the nature of work being done, you would find that organizations
are structured in 3 ways:

 Functional Organizational Structure

 Matrix Organizational Structure – This can be further broken down into –

Balanced matrix, Strong Matrix, and Weak Matrix

 Projectized Organization Structure

a) Management levels
The project team includes the project manager and the group of individuals who work
together on a project to achieve its objectives. It consists of the project manager, project
management staff, and other team members who are maybe not directly involved with
management but carry out the work related to the project. This team consists of people
from different teams with precise subject matter knowledge or with the required skill set
to carry out the work of the project. The structure and characteristics of a project team
usually vary, but the project manager’s role as the leader of the team remains constant.
However, the amount and nature of authority the project manager has over the members
can differ.

Project Team Roles:

Project teams include roles such as:

Project Manager

The project manager plays the chief part in the project and is responsible for its success
and quality. His job is to make sure that the project proceeds and completes within the
specified time frame and the ascertained budget, and accomplishing its goals at the
same time. Project managers ensure that resources are sufficient for the project and
maintain relationships with contributors and stakeholders.

A project manager is entrusted with various duties and responsibilities like:

 Developing a project plan

 Managing deliverables according to the decided plan
 Leading and managing the project team
 Deciding the methodology used in the project
 Establishing a project schedule and determining each phase
 Assigning tasks to project team members
 Providing regular updates to upper management

b) Change Management
Although it is sometimes called the soft side of change, managing the people side of a
change is often the most challenging and critical component of an organizational
transformation.

Consider a merger or acquisition. The technical side of the change is certainly complex.
You must work out the financial arrangements of the deal, integrate business systems,
make decisions about the new organization's structure, and more. But getting people on
board and participating in the merger or acquisition can make the difference between
success and failure.

Why? Individuals will need to perform their jobs differently. The degree to which they
change their behaviors and adopt new processes has a significant impact on the
initiative. This is why the soft side of change can be the harder side of change.
Fortunately, a structured approach to managing the people side of change can make a
big impact on overall success.

c. Leadership style
Your natural leadership style may be a result of your personality, your values and your
strengths and experiences. But effective business leaders avoid a one-size-fits-all
approach to leadership. They know they need to adapt to the needs of their teams in
order to effectively lead.

The leadership style you’re naturally inclined to may not be appropriate for every
situation. When used inappropriately, it can fail to motivate those you’re leading.
For example, if your preferred approach is serious, dry and aggressive, you may have
trouble connecting with a team craving empathy and sensitivity from a leader. If you tend
to be more soft-spoken and hands-off, you could fail your team in a situation that
demands take-charge leadership.

Effective leadership is important for the workplace because managers account for at
least 70 percent of variance in employee engagement at work, Gallup reports. That’s
why it’s best to take a situational approach to leadership, and adapt based on what
you’re facing.

It can help to take a leadership self-assessment so that you recognize your prevalent
style. You should also learn other types of leadership styles and situations where they
can be effective, so you can lead appropriately and be there for your team.

1.Authoritative Leadership

The authoritative leader knows the mission, is confident in working toward it, and
empowers team members to take charge just as she is. The authoritative leader uses
vision to drive strategy and encourages team members to use their strengths and
emerge as leaders themselves.

The authoritative leader provides high-level direction, but she lets those she leads figure
out the best way to get there. Authoritative leaders are always striving for progress. They
inspire others to adopt a similar attitude.

WHEN THIS TYPE OF LEADERSHIP STYLE WORKS BEST

Authoritative leadership is not restrictive. It propels advancements when:

 A leader is truly competent to take charge.

 Detailed instructions are not required.

 Employees already have the tools they need to do their most effective work.
Those who adopt an authoritative leadership style when they don’t have the appropriate
experience, or when they try to wield authority over others in an aggressive way, will fail.
An authoritative leader must be confident and have the experience to back it up in order
to be successful.

2. Transactional Leadership

A transactional leader may be in a position of leadership, such as in a managing role,

but this leader is not necessarily one to embrace going above and beyond what is
expected. The transactional leader dangles a carrot in front of each workhorse. If the
employee does something positive, they are rewarded. If they don’t meet the exact
expectation, they may be punished.

This type of task-oriented leadership focuses on meeting basic expectations. The

transactional leader may decide roles and ways to monitor performance so that results
are delivered. But encouraging innovation isn’t as prevalent with this type of leadership
style.

WHEN THIS TYPE OF LEADERSHIP STYLE WORKS BEST

Transactional leadership may be appropriate when:

 You are working with team members who are new to a certain type of project or
need detailed guidance.

 Clear goals and a plan to get there will increase productivity.

 The team will benefit from celebrating victories together or holding each other
accountable when someone doesn’t do the work they’re supposed to.
The downside to transactional leadership is that this type of style focuses on the work,
not the people. Employees want to feel like their work has a broader purpose and want
to meaningfully connect with work. Transactional leadership doesn’t foster the human-
work connection.

5. Composition and qualification of team members

Project Manager

The project manager plays a primary role in the project, and is responsible for its
successful completion. The manager’s job is to ensure that the project proceeds within
the specified time frame and under the established budget, while achieving its
objectives. Project managers make sure that projects are given sufficient resources,
while managing relationships with contributors and stakeholders.

Project manager duties:

 Develop a project plan

 Manage deliverables according to the plan

 Recruit project staff

 Lead and manage the project team

 Determine the methodology used on the project

 Establish a project schedule and determine each phase

  Assign tasks to project team members

 Provide regular updates to upper management

Project Team Member

Project team members are the individuals who actively work on one or more phases of
the project. They may be in-house staff or external consultants, working on the project
on a full-time or part-time basis. Team member roles can vary according to each project.

Project team member duties may include:

 Contributing to overall project objectives

 Completing individual deliverables

 Providing expertise

 Working with users to establish and meet business needs

 Documenting the process

a.
A job description or JD is a written narrative that describes the general tasks, or other
related duties, and responsibilities of a position. It may specify the functionary to whom
the position reports, specifications such as the qualifications or skills needed by the
person in the job, information about the equipment, tools and work aids used, working
conditions, physical demands, and a salary range. Job descriptions are usually narrative,
[1]
 but some may comprise a simple list of competencies; for instance, strategic human
resource planning methodologies may be used to develop a competency architecture for
an organization, from which job descriptions are built as a shortlist of competencies. [2][not
specific enough to verify]
According to Torrington, a job description is usually developed by conducting a job
analysis, which includes examining the tasks and sequences of tasks necessary to
perform the job. The analysis considers the areas of knowledge, skills and abilities
needed to perform the job. Job analysis generally involves the following steps: collecting
and recording job information; checking the job information for accuracy; writing job
descriptions based on the information; using the information to determine what skills,
abilities, and knowledge are required to perform the job; updating the information from
time to time. [3] A job usually includes several roles. According to Hall, the job description
might be broadened to form a person specification or may be known as "terms of
reference". The person/job specification can be presented as a stand-alone document,
but in practice it is usually included within the job description. A job description is often
used by employers in the recruitment process.
Roles and responsibilities
A job description may include relationships with other people in the organization:
Supervisory level, managerial requirements, and relationships with other colleagues.

b.
Staffing Management Plan

Staffing management plan and Resource management plans are important part of
project resource management. Every project will require resources for executing project
activities. There will be a need for both man power resources and physical resources.
The resource requirement for each activity will be estimated. The resources will be
acquired during project execution as per the schedule.

Planning for resources, acquiring resources, developing team and managing team are
the important activities to be carried out as part of project resource management. A
resource management plan will contain all the necessary guidelines for project resource
management. A staffing management plan will also be part of the overall resource
management plan.

Staffing management plan, which part of overall resource management plan will
specifically focus on the man power aspects of the project. Staffs are the most important
part of project. It is important to select and acquire the right staff with right skills at the
right time. A staffing management plan contains a plan for addressing all the aspects of
man power and will include below information:

 Identification of human resources

 How the human resources will be acquired

 Criteria to be used for how the human resources will be selected

 From where the human resources will be acquired

 How to acquire resources from within the organization

 How to acquire resources from external sources

 When the resources will be acquired (based on the project schedule)

 When the resources will be released (based on the project schedule)

 Process for maintaining the resource calendars

  Resource loading table depicting total number of resources needed at different
points in the project

 Safety and security guidelines for the human resources

 Identification of training needs and plan for fulfilling the training needs of the
team

 Rewards and recognition plan for the team

 How to build the team and enhance team performance

 How to monitor the performance of each team member and help keeping them
motivated.
c. Motivation strategies
1. Provide Immediate Feedback
Employees respond positively to active feedback methods that are connected to
individual and organizational success. People are naturally attracted to short-term
evaluations of performance, which allows for more rapid correction and enhancement
processes than traditional quarterly or annual assessments. Continuous feedback on
performance gives every employee a stronger feeling of investment in your
organizational goals and builds stronger relationships that stand the test of time.
Employees also appreciate the rapid correction of problems and the power to move
forward towards new opportunities to restart progress on new tasks.

2. Promote Scheduling Flexibility

Flexible scheduling and work arrangements reduce infrastructure overhead while
promoting employee productivity. With modern technology, the potential for part- or full-
time telecommuting and remote working allows many companies to experiment with
flexible scheduling for some employees. Many studies and real-life experiences have
shown that employees who are allowed to work remotely at least part-time are much
more satisfied and motivated to be productive.

3. Encourage Breaks and Physical Activity

Providing regular short breaks throughout the day is another one of the employee
motivational strategies that increase performance and work satisfaction at the same
time. When employees are encouraged to take five or ten minutes every hour or so to
move around the office or go to the break room for a snack, their overall performance is
generally enhanced. They are also less likely to be distracted by their phones while they
are at their desks.

Employees also perform better when they are able to exercise regularly. Whether your
company can provide club-level workout opportunities or simply promotes exercise
during lunch breaks, supporting employees’ physical health increases productivity.

4. Reward Accomplishments
Employees place great value on workplace recognition, and studies have shown that
most people enjoy public recognition more than any corporate gift. Employees who can
see that praise is connected to promotions, bonuses, and raises are highly motivated to
fulfill reasonable requirements for recognition. In addition to higher productivity,
employees who are recognized for objective success are more often retained, miss less
work, and have higher safety performances. Rewarding personal accomplishments that
are connected to a company’s overall mission and goals has a direct effect on
organizational success.

5. Create Incentives
In addition to public recognition, employees respond very well to tangible bonuses.
Whether in recognition of individual or team performance, financial incentives such as
cash bonuses, gift cards, or a night on the town are highly motivational. Other incentives
to consider are additional vacation days, free parking, or use of company perks or
benefits.

6. Project implementation
Ensure that you implement your OMS in the most efficient way, meet regulatory
requirements and standards, and avoid the common implementation pitfalls that can
lead to failure.

STAGE 1
INITIAL GAP ASSESSMENT AND PLANNING
Leaders need to agree on a vision and benefits for the Operations Management System
and have an effective plan for its design and implementation.

Leaders need to have a common understanding of the current state and gaps, and high
priority improvements are identified and assigned for immediate action.

STAGE 2
MANAGEMENT SYSTEM DESIGN
The goals and desired future-state are agreed by leaders and key managers, including
external requirements that need to be met, the fit-for-purpose Management System
design approach, alignment with current organizational and governance structures.

STAGE 3
MANAGEMENT SYSTEM IMPLEMENTATION
Leaders and key managers champion Management System implementation across the
organization through a series of implementation activities including employee
communications, training and operational gap assessments.

This ensures collaboration and buy-in with employees and enables Leaders to assess
the level of maturity across all operations and identify additional gaps to aid prioritizing
improvements.

a.  
Saving time and money during project planning and execution is akin to eating when you
are hungry; it’s something you plainly need to do to grow and survive. If you are
unfamiliar with how project controls are vital concerning the use of cloud-based project
management software (PM software), fear not: we are here to help you wrap your head
around it. According to the omniscient Project Management Body of Knowledge
(PMBOK), project controls are defined as the following:
“Project controls are the data gathering, management and analytical processes used to
predict, understand and constructively influence the time and cost outcomes of a project
or program; through the communication of information in formats that assist effective
management and decision making.”

But, what does that mean in simple terms beyond the vagueness of words like
“management” and “analytical processes”? Thanks, PMBOK, we appreciate everything
you do for us, but we need a little bit more clarification and maybe a couple examples…

To begin with a simple explanation (we will get into the details soon), project controls are
the tools that help you save time and stay on schedule during your project planning and
execution, cutting costs. They vary in terms of specific project requirements, but these
tools are the essentials of cloud project management software, which is widely
understood as a necessity for boosting the following performance factors for many
companies

b.
Problems arise in every organization. Such problems as what products/systems to
develop, should capacity be expanded, or should a computer be purchased are just a
few of an endless number of continuing problems about which management must
concern itself if the firm is to survive. These problems and their alternative solutions
establish some elements of change around which the organization must adapt. Projects
are generally established to carry out these changes and someone is always responsible
for each project's successful completion.[11]

Every project is unique in terms of the problems that arise, the priorities and resources
assigned it, the environment in which it operates, and the project manager's attitude and
style used to guide and control project activities. Therefore, the organizational structure
for the project must be designed to fit within that project's operating constraints. The
organizational structure implemented may not be the same structure used throughout
the life cycle of the project due to changes in priorities, available resource, project
personnel, laws, and other contingencies. Regardless of the project management
structure chosen, management must realize that a dynamic state of equilibrium between
limited personnel and financial resources and the objectives of the project will be
necessary if project management is to be successful in their particular organization.[11]
Before touching on the major tools and techniques of project management, let's get to
the bottom of what project management truly is. Later, I will list the benefits that the tools
and techniques of project management bring to the systems analysis process.

c.
TQM functions on the premise that the quality of products and processes is the
responsibility of everyone involved in the creation or consumption of the goods or
services the organization offers. TQM capitalizes on the involvement of management,
the workforce, suppliers, and even customers in order to meet or exceed customer
expectations.

Considering the practices of TQM as discussed in six empirical studies, Cua, McKone,
and Schroeder (2001) identified nine common TQM practices:

1. Cross-functional product design;

 2. Process management;

3. Supplier quality management;

4. Customer involvement;

5. Information and feedback;

6. Committed leadership;

7. Strategic planning;

8. Cross-functional training; and

9. Employee involvement.
Basic Principles of Total Quality Management

The basic principles for the Total Quality Management philosophy of doing business are
to satisfy the customer, satisfy the supplier, and continuously improve the business
processes.

Satisfy the Customer

The first, and major, TQM principle is to satisfy the customer–the person who pays for
the product or service. Customers want to get their money’s worth from a product or
service they purchase.

Satisfy the Users: If the user of the product is different than the purchaser, then both the
user and customer must be satisfied, although the person who pays gets priority.

Company Philosophy: A company that seeks to satisfy the customer by providing them
value for what they buy and the quality they expect will get more repeat business,
referral business, and reduced complaints and service expenses. Some top companies
not only provide quality products but also give extra service to make their customers feel
important and valued.

Internal Customers: Within a company, a worker provides a product or service to his or

her supervisors. If the person has any influence on the wages the worker receives, that
person can be thought of as an internal customer. A worker should have the mindset of
satisfying internal customers in order to keep his or her job and to get a raise or
promotion.

Chain of Customers:Often in a company, there is a chain of customers–each improving

a product and passing it along until it is finally sold to the external customer. Each
worker must not only seek to satisfy the immediate internal customer, but must also look
up the chain to try to satisfy the ultimate customer.

Satisfy the Supplier

A second TQM principle is to satisfy the supplier, which is the person or organization
from whom you are purchasing goods or services.

External Suppliers: A company must look to satisfy their external suppliers by providing
them with clear instructions and requirements and then paying them fairly and on time. It
is in the company’s best interest that its suppliers provide quality goods or services if the
company hopes to provide quality goods or services to its external customers.

Internal Suppliers: A supervisor must try to keep workers happy and productive by
providing good task instructions, the tools they need to do their job, and good working
conditions. The supervisor must also reward the workers with praise and good pay.

Get Better Work: The reason to do this is to get more productivity out of the workers, as
well as to keep the good workers. An effective supervisor with a good team of workers
will certainly satisfy his or her internal customers.