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MGMT611 all Midterm Paper at one place

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thank u so much sana

Welcome Nehdiya khan

Guidelines for Goal Setting: An action plan is needed to achieve goals.
• Specify Goals: Vague goals may delay action.
• Concise Goals: Use a short, punchy statement.
• Set Realistic Goals: A realistic goal represents the right amount of challenge for the person pursuing the goal. The higher a person’s self-efficacy, the more likely he or she may think that a goal is realistic.
• Set Goals for Different Time Periods: Include daily, short-range, medium-range, and long-range goals.
• Include Some Fantasy in Personal Goal Setting: Fantasy goals reflect a vision of the ideal type of life one would like to lead. Such goals also facilitate relaxation.
• Review Goals from Time to Time: Some goals lose their relevance and therefore must be changed.

how improve creativity 

• Creativity takes place when three components come together: expertise, creative-thinking skills, and the right type of motivation. Expertise refers to the necessary knowledge to put facts together.
• Creative thinking refers to how flexibly and imaginative individuals approach problems.
• Persistence and seeking ideas intentionally are also important.
• The right type of motivation centers on fascination with, or passion for, the task rather than searching for external rewards.
• Passion and intrinsic motivation result in the flow experience.
• Factors outside the person are also important for creativity.
• Necessity is the mother of invention. Another condition that fosters creativity is enough conflict and tension to put people on edge.
• Encouragement, including a permissive atmosphere that welcomes new ideas, contributes to creativity.
• Finally, humor is a key environmental condition for enhancing creativity.

Motivational Strategy 

the leader helps group members accomplish their objectives without neglecting satisfaction or morale. Achievement - motivated persons are the best source of competent leadership in an organization and those persons with more achievement motivation tend to rise the highest. (Davis, 67)

challenge to ambitious people is to cope with a difficult manager, yet remain well regarded by that person. Suggestions follow:
A. Re-evaluate Your Manager
Some problem bosses are not really a problem. Instead, they have been misperceived by one or more group members. You and your boss may simply have a difference in roles, goals, or values.
B. Confront Your Manager about the Problem
A general-purpose way of dealing with a problem manager is to apply confrontation and problem solving techniques. Use considerable tact and sensitivity because your manager or team leader has more formal authority than you. Gently ask for an explanation of the problem. Confrontation can also be helpful in dealing with the problem of micromanagement, the close monitoring of most aspects of group member activities by the manager.
C. Learn from Your Manager’s Mistakes
Even a bad boss contributes to our development—he or she serves as a model of what not to do as a boss. Also, should your manager be fired, analyze that situation to avoid the mistakes he or she made.

Improving communication skills
• Appeal to Human Needs and Time Your Messages
• Repeat Your Message, Using More Than One channel
• Have an Empowered Attitude and Be Persuasive
• Check for Comprehension and Feelings
• Minimize Defensive Communication
• Combat Info Overload
• Establishing Rapport
• Engage in Small Talk and constructive Gossip
• Improve Your Telephone and Voice-Mail and Speakerphone Communication Skills
• Use Presentation Technology to Your Advantage

H. Engage in Small Talk and constructive Gossip
The effective use of small talk and gossip can help a person melt communication barriers. Small talk helps build rapport. A new perspective on gossip is that being a source of positive gossip brings a person power and credibility. Workmates are eager to communicate with a person who is a sewer of not-yet-verified developments.

Following are main factors that influence the process of perception development.
(1) Stereotype images
(2) Expectations
(3) Projection
(4) Interest
(5) Selective exposure
(6) Frame of reference

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