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1、PygmalioninManagement*ByJ.SterlingLivingston.HarvardBusinessReview,July August1969,pp.81 89.InGeorgeBernardShaw'sPygmalion,ElizaDoolittleexplains:"Yousee,reallyandtruly,apartfromthethingsanyonecanpickup(thedressingandtheproperwayofspeakingandsoon),thedif
2、ferencebetweenaladyandaflowergirlisnothowshebehaves,buthowshe'streated.IshallalwaysbeaflowergirltoProfessorHiggins,becausehealwaystreatsmeasaflowergirl,andalwayswill;butIknowIcanbealadytoyou,becauseyoualwaystreatmeasalady,andalwayswill."Somemanagersalway
3、streattheirsubordinatesinawaythatleadstosuperiorperformance.Butmostmanagers,likeprofessorHiggins,unintentionallytreattheirsubordinatesinawaythatleadstolowerperformancethantheyarecapableofachieving.Thewaymanagerstreattheirsubordinatesissubtlyinfluencedbyw
4、hattheyexpectofthem.Ifamanager'sexpectationsarehigh,productivityislikelytobeexcellent.Ifhisexpectationsarelow,productivityislikelytobepoor.Itisasthoughtherewerealawthatcausedasubordinate'sperformancetoriseorfalltomeethismanager'sexpectations.Thepowerfuli
5、nfluenceofoneperson'sexpectationsonanother'sbehaviourhaslongbeenrecognisedbyphysiciansandbehaviouralscientistsand,morerecently,byteachers.Butheretoforetheimportanceofmanagerialexpectationsforindividualandgroupperformancehasnotbeenwidelyunderstood.Ihavedo
6、cumentedthisphenomenoninanumberofcasestudiespreparedduringthepastdecadeformajorindustrialconcerns.Thesecasesandotherevidenceavailablefromscientificresearchnowreveal:Whatamanagerexpectsofhissubordinatesandthewayhetreatsthemlargelydeterminetheirperformance
7、andcareerprogress.Auniquecharacteristicofsuperiormanagersistheirabilitytocreatehighperformanceexpectationsthatsubordinatesfulfil.Lesseffectivemanagersfailtodevelopsimilarexpectations,and,asaconsequence,theproductivityoftheirsubordinatessuffers.Subordinat
8、es,moreoftenthannot,appeartodowhattheybelievetheyareexpectedtodo.ImpactonProductivityOneofthemostcomprehensiveillustrationsoftheeffectofmanagerialexpectationsonproductivityisrecordedinstudiesoftheorganisationalexperimentun
