Livingstone’s article talks about how managers can influence their employees positively at the workplace. The article talks about the impact of managerial expectations on a firm’s performance. Livingstone emphasizes that a manager’s expectations has a direct contribution to the production levels a firm achieves.
A manager needs to raise the morale of his workers. This makes them self driven to achieve positive expectations that are vested in them. Managers need to encourage competitiveness in their workers. This gives them the passion and motivation necessary to achieve high performance and results.
Effective managers understand their employees. This understanding enables such managers to motivate their employees to surpass the set expectations. Managers need to pass on their expectations in ways that improve workers’ attitudes towards work.
Workers perform better when they are aware that their manager has confidence in their ability to attain positive results. A manager who strives to excel in his workstation is likely to be emulated by his subordinates and this leads to positive outcomes. Managers need to communicate positive messages and signals which encourage their workers to achieve desirable results.
Verbal and non verbal actions of managers communicate different messages to their subordinates which lead to positive or negative output. Apathetic treatment by a manager diminishes workers’ drive to perform which leads to negative results. Indifference by a manager shows that he or she has low expectations in the ability of workers to perform.
Managers should not communicate negative messages to their workers as this makes them to be lax in their duties. However, a manager’s expectations must be realistic and achievable to make workers believe they can be fulfilled. Setting realistic expectations ensures that workers do not burn out while striving to meet the high expectations of their superiors.
Livingstone’s article shows the level of influence managers have on their subordinates within any working environment. Managers need to have positive expectations in individuals working under them to make them confident and self assured of their input. Credible and effective managers should set goals that are realistic and attainable.
This can bring about a transformation in workers’ productivity within their respective work stations. A manager’s success comes from his expertise and understanding of the industry in which his firm is active. Managers need to have the necessary knowledge and skills to make the firms they steer remain competitive in their chosen industries.
Livingstone reveals that managers should make strong decisions that push their organizations towards positive development and growth. It is important for managers to be sensitive to the needs of their employees so that they can boost their self esteem. Employees with a strong self esteem display high levels of efficacy in their workstations and this leads to attainment of positive output.
Managers should treat their subordinates well to ensure that they meet expectations that have been set. Managers should nurture talented employees to help them focus on how their input can be utilized better to achieve positive results. Managers that have a strong belief in their abilities are able to direct their workers to perform beyond the set expectations.
Livingstone’s arguments testify how managers need to inspire those who work under them attain positive outcomes in their work assignments. Workers internalize positive or negative messages from their managers during their interactions at the workplace. Effective managers need to have a strong record of achievement. This makes subordinates to view their superiors as credible and effective.
Managers need to participate directly in the activities of their firms. This can make them understand the problems and opportunities that exist within industries where their firms are involved. Training and mentoring of talented employees by managers gives them the confidence needed to achieve their individual expectations.
Livingstone’s arguments provide a basis for implementation of effective human capital management practices by business organizations. The article reinforces the view that management should treat human capital more important than just a factor of production. The conviction managers have in their own human capital provides a strong foundation through which high expectations in the workforce are achieved.
Managers need to sustain positive drive and motivation of their subordinates for them to achieve positive results. The article emphasizes on the need to have motivated and self assured employees in an organization. Employees are motivated to perform better if they are likely to obtain positive rewards.
Organizations need established systems that reward workers who achieve impressive results within their workstations. Managers need to evaluate the performance of their subordinates and reward those that excel in their assignments with opportunities for personal and professional growth. Livingstone’s views regarding young employees have credence because they are easily influenced by the actions of their superiors.
Positive transfer of expectations by managers to young employees gives them a feeling of being valued by the organization. This drives them to perform exceptionally in their work stations. Livingstone shows the power managers have over their subordinates’ success and how this can be tapped to benefit the organization.