Pygamlion

FROM THE HARVARD BUSINESS REVIEW OnPoint A R T I C L E How to buy off the take up from employees? Expect it. New sections to the word: guide you by & loot; The bringing close together in Brief Do & tinkers damn; The Idea at Work & crap; 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 four-in-hand at metropolitan life story Insurance lodge assigned exceed agents to his best subordinate manager, number 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 capability 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 farthermost more effectively than high expectations, for example, through “silent treatments.” • Clearly communicate positive feelings. If subordinates foundation’t see your high expectations, they can’t fulfill them. tC No physical exertion: When one manager tri ed to replicate the Metropolitan experiment,! she didn’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 sound essay, order it on our website: OrderCustomPaper.com

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