Civil engineering managers can design work more efficiently and effectively by identifying motivating factors that affect the behavior of their subordinates. Performance enhancement is primarily linked to internal stimuli such as identity, responsibility, and definition.
However, the real impetus is action. Factors that reduce the effectiveness of the engineer include company management, inadequate supervision, and working conditions. It can be a stimulus for some people because it is solid and, therefore, a source of status and power. It is useful for the engineering manager to examine and analyze popular stimulus theories in developing guidelines for managing these stimulus factors.
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