The discussed article provides an overview of managerial principles, which, according to the writer, shape the foundation of organizational behavior. Primarily, it is critical to discuss the symbolism of the work’s title. Thus, the author compares a gifted manager to Pygmalion, who succeeded in embodying the sculpture in life (Livingston 3). With this move, the article claims that the progress of employees’ success is dependent on the managers’ work. Indeed, the scholarly works reveal that organizational commitment increases when a manager employs optimal motivation strategies and directing skills (Buchanan 535).
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The first part of the article relates to the interrelations between work productivity and managerial tendencies. The practical experiments demonstrate that the workers accomplish their tasks, according to the image, which is assigned to them. In other words, when an employee’s work is approved and highly estimated by a manager, he/she strives to keep up with the successful pattern. In the opposite situation, the employees have low motivation and no self-confidence, which hinders their productivity (Den Hartog 50).
The occupational involvement extends from the correctness and logical formation of the expectations. Thus, a successful manager has to work out the system of providing a consistent feedback to the employees’ performance by building his judgment on the basis of denying common illusions, taking up realistic dreams, and managing a secret supremacy attitude. In detail, it is a challenge for the work director to find a positive sign in every task, which is tackled by the worker so that to demonstrate the employee that his positive commitment might help him to excel at work. Indeed, an efficient use of communication strategies, in the course of expectations delivery, defines the quality of the accomplished work (Conrad par. 8).
Despite creating a positive environment at work is crucial, a manager must always verify the communicated expectations against reality conditions since excessive appraisal might create a distorted picture of work commitment. Finally, showing superiority is an undeniable part of every instruction delivery since an effective manager should keep a strong control of every work procedure. Nevertheless, remaining friendly and optimistic about the employees’ success does not hinder a manager’s authority.
Developing the potentials of the young workers and the new-comers builds a foundation for their future career paths. Since the specialists, who are new in a certain work position, have no occupational experience, their skills and commitment potentials are quite flexible. Providing a positive influence on the prospective professionals predetermines the manner of their future work (“Developing the Creative and Innovative Potential of Young People” par. 6).
The mode of the initial instruction, which is delivered to the young workers, is overtaken by them for their future performance. In other words, if the new specialists are taught to work properly and succeed in their undertakings, they are bound to make a big progress in future. Besides, it is critical to prepare a foundation for the development of the employees’ skills under the direction of the influential management (“Unlocking the Potential of Generation Y: Getting the Best from Young Employees” par. 5).
Conclusively, the article concludes that embracing a proper attitude towards the employees is a vital challenge for the efficient manager. In particular, such concepts as expectations’ delivery, accomplishment evaluation, and education constitute a solid background for organizational performance. The special priority is given to the direction of the young specialists, who overtake their primary work experience from their first inspiring managers.
Buchanan, Bruce. “Building Organizational Commitment: The Socialization of Managers in Work Organizations.” Administrative Science Quarterly 19.4 (2004): 533-546. Print.
Conrad, Sean. Great Expectations: How Managers Can Deliver Effective Performance Appraisals. 2013. Web.
Den Hartog, Deanne. “How Leaders Influence Employees’ Innovative Behavior.” European Journal of Innovation Management 10.1 (1998): 41-64. Print.
Livingston, John. “Pygmalion in Management.” Harvard Business Review 61.7 (1988): 1-12. Print.
Unlocking the Potential of Generation Y: Getting the Best from Young Employees 2014. Web.