Pygamlion

FROM THE HARVARD BUSINESS REVIEW OnPoint A R T I C L E How to buy off the surmount from employees? Expect it. New sections to the word: guide you by & design; The root in Brief Do & dump; The Idea at Work & talk through ones hat; Exploring Further. . . PRODUCT NUMBER 1768 This record is authorized for use only by MAHMUT BAYAZIT until October 2010. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. No tC op yo Pygmalion in Management by J. greatest Livingston rP os t HBR T H E I D E A I N B R I E F Pygmalion in Management on s i de r this bold audition: A branch private instructor at metropolitan life story Insurance friendship assigned exceed agents to his best subordinate manager, mediocre producers to an average manager, and low performers to the poorest manager. Surprisingly, the average assemblage enhance its productivity by a higher percentage than the top group. How? Its manager didn’t see herself or her agents as average. She told her deal they had more emf than the T H E I D E A AT W O R K T o u n l e a sh the power of compulsory expectations: • Don’t overrun negative feelings.

Managers often communicate low expectations utmost more effectively than high expectations, for example, through “silent treatments.” • Clearly communicate positive feelings. If subordinates foundation’t grasp your high expectations, they can’t fulfill them. tC No role model: When one manager tried to repli cate the Metropolitan experiment, she didn&r! squo;t tell the supervisor of the high-performance unit that she considered him the best. The group’s performance never improved. • Set virtual(prenominal) expectations. Subordinates won’t work to achieve their best unless they ensure your expectations as achievable. In one manufacturing firm, production actually declined when quotas were mystify too high. • Expect the most from...If you want to get a unspoilt essay, order it on our website: OrderCustomPaper.com

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