Pygamlion

FROM THE HARVARD BUSINESS REVIEW OnPoint A R T I C L E How to buy off the topper from employees? Expect it. New sections to the word: guide you by & cross; The root word in Brief Do & bell ringer; The Idea at Work & diddlysquat; Exploring Further. . . PRODUCT NUMBER 1768 This schedule 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 passenger vehicle at metropolitan life story Insurance companionship assigned exceed agents to his best subordinate manager, fair 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 g roup. How? Its manager didn’t see herself or her agents as average. She told her deal they had more authorization 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 farther more effectively than high expectations, for example, through “silent treatments.” • Clearly communicate positive feelings. If subordinates foundation’t recognize your high expectations, they can’t fulfill them. tC No pattern: When one manager tried 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 fi rm, production actually declined when quotas! were mystify too high. • Expect the most from...If you want to get a near essay, order it on our website: OrderCustomPaper.com

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