Third topic. Management styles. I would be glad to get your corrections/part 2 As for motivator factors I would say there is always place for improvements. Implementation of the banking systems couldn’t be very creative or innovative to give a sense of personal growth in every month, the work itself is repetitive even when you run a project implementing unique product, because project management techniques are the same. Heads of the company began a new process of picking up information about new trends in our field of expertise and involved subordinates to participate in this activity. So now I’m responsible for presenting new trends in project management on the Committee. That motivates me, that’s something creative for me. Practice named as 10/1 allows all subordinates to get honest feedback (not always positive actually) from their vertical head and to receive recognition for their achievements. But as I noticed working for the company for more than 3 years it’s difficult to get advancement, all positions are pretty stable even after the reorganization. It will take you time to go up the career ladder may be that’s why we have staff who work for the company more than 10 years. Our company has matrix structure, there are also product teams under the team leaders and the heads of the product, project teams under the project managers, so I don’t see opportunities for empowerment and delegation, all staff has their responsibilities according to their roles but not the position, so if you don’t have administrator or team leader on the particular project there is nothing to delegate the executors because quality and customer requirements can’t be controlled whether they have been met or not by executors themselves. Reorganization was conducted in the company 2 years ago to make company less hierarchical so decisions are made nowadays more quickly.