Pygmalion in Management (HBR Classic)  

Oleh:

Livingston, J. Sterling

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 81 no. 1 (2003), page 97-106.
Topik: pygmalion; employee development; HBR classics; leadership; line & staff management; management styles; superior & subordinate; supervision

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.20 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

What has long been recognized by teachers, physicians, and behavioural scientists holds true for management : One person's expectations shape another person's behavior. If a manager has high expectations, employees are likely to excel; if expectations are low, employees will likely respond with poor performance. In this HBR classic article from 1969, J. Sterling Livingston draws on numerous case studies and other research to demonstrate the importance of managerial expectations to individual and group performance. Consider the insurance executive who identified his six best agents and assigned them to his most capable manager. Not surprisingly, this group surpassed its already ambitious target. Equally unsurprising was what happened to a group of low producers assigned to the company's least capable manager. Their performance declined even further. But what happened to the group of average agents assigned to an average manager ? That group increased its productivity by a higher percentage than the top group, because the manager refused to consider herself - or her agents - less capable than the superstars. And managers' beliefs about themselves influence how they view and treat their employees.

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