A manager had to complete an important project that had a "near impossible" deadline. Instead of assuming that offering financial incentives would be the best way to get the work done, she found that some of her team members craved recognition, whereas others wanted more influence in the organization. With this information, she was able to offer the right incentive to each person. As a result, her team was able to meet the deadline. This manager was usingMultiple Choicethe Hawthorne effect.the contingency perspective.centralization.a self$-$fulfilling prophecy.economies of scale.