Question

What an Executive Summary Is

An executive summary is a specific type of document that does two things: it summarizes a research article, and it offers recommendations as to how information from the article can be used.

Some long reports can contain an executive summary section, as indicated in the Pearson handbook.

Write a 2 pahe Executive Summary

In business contexts, an executive summary is always written for a specific purpose: to explain the information in the article to a general business audience and to recommend how that information can be applied to specific situations or circumstances. In many ways, the real value of an executive summary is in the writer's recommendations.

What an Executive Summary Looks Like

Executive summaries typically contain a short introductory paragraph followed by two sections: a summary section and a recommendations section. The summary section can contain subheadings, if appropriate.

Motivation: How to Increase Project Team Performance Tonya M. Peterson, Kohl's Corporation ABSTRACT INTRODUCTION Stimulating team member performance requires otivation can inspire encourage, and stimulate individuals and a project manager to harness many different project teams to achieve great accomplishments. Motivation can Interpersonal skills. The level of enthusiasm also create an environment that fosters teamwork and collective upplied toward project efforts has a direct initiatives to reach common goals or objectives. The level of moti- impact on the project results. Because motiva a tion an individual and/or team applies to project efforts can affect all tion can inspire, encourage, and stimulate indi aspects of project results, including a direct impact to the triple constraint viduals to achieve common goals through team project success factors tie, on time, within budget, high quality, met work, it is in the project manager's best interest scope/customer expectations). Knowing this, it is in the project manager's to drive toward project success through the crew best interest to understand the reason for demotivation in order to achieve ation and maintenance of a motivating environ project success through the creation and maintenance of a motivating envi- mest for all members of the team ronment for all members of the team. The book sentials of Supervision defines management as "achieving KEYWORDS tram performance project results through others" (Simpson, Gould, Hardy, & Lindahl, 1991, p. 5). success, motivation Stimulating team member performance requires a project manager to har ness many different interpersonal skills, including good communication and the ability to train other, make decisions, lead by example, and create a pos- itive, motivational environment by understanding and associating with the key components of motivation. Unlike most tangible project management functions, motivation is not designated by the project manager to a team member; instead, motivation is internal to each team member and derived from a team member's desire to achieve a goal, accomplish a task, or work toward expectations. Motivation can be considered the conduit of ambition applied to the desired accomplishment Just as some teams are stimulated to achieve great success throughout all project efforts and assignments, other project teams may remain uninspired and shuffle meekly, quietly, and unpretentiously toward project completion. With this in mind, there are two opposing questions that have often been raised when reviewing drivers and motivators of individual and team per- formance. These resounding questions are "Can a project manager motivate others to perform?" or is it more accurate to ask "How does the project man- ager create an environment conducive to outstanding team synergy and peak individual performance?" (Scholtes, 1998). The subsequent research provides the answer to these questions as well as a further exploration of motivational approaches a project manager can apply to the project team environment. Project Management Joumal Vol 38, No. 4,60-69 2007 by the Project Management Institute Published online in Wiley Inter Science www.interscience.wiley.com DOI 10.1002/pm20019 Motivational Theories McGregor's Theory X and Theory Y McGregor's Theory X and Theory Y motivational approach identifies polar differences in subordinates. Theory X team members are classified as indi- viduals who require constant attention, do not want to work, need punish- ment to achieve desired effort, and avoid added responsibilities. In contrast, Theory Y individuals are classified as team members who want to work, find the job satisfying, are willing to participate, do not require a controlling cember 2009 Project Management Journal 00:10.1002/pi WILEY

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Executive Summary - Effective Team Performance:

In order to have an effective team, there are many factors that the team members must possess and apply when working together. These factors include reliability, goal-oriented, good communication skills, support, balanced roles, listening skill and respect. While we may overlook some of these factors, the absence of any one of them can have a huge effect on the team’s ability to work with each other. Thus, it should be noted that each factor is equally important and necessary. Assuring the team is aligned on the objectives relies heavily on having goal oriented associates as well as having supportive and respectful members. Colquitt covers two terms relating to this matter. The first term, team task role is explained as Behaviors that directly facilitate the accomplishment of team tasks. In the case of unearthing who is influential and if the right expertise is being brought to bear, it is heavily stressed upon the leader. However, in order to ensure the right balance of reliance on formal and informal structure, there is always the option of climate or team development surveys, which helps indicate whether a team has become too rigid. Network analysis can even further is this assessment in the matter of the survey not giving an adequate insight. It assists leaders by showing where the team is falling into a custom of depending on roles and become flooded by bottlenecks, where a single or a number of components restricts the performance or capability of an entire team. With this, leaders can determine the correct actions to execute at the correct time.