pygmalion ppt 1

PYGMALION IN

MANAGEMENT

THE GREEK MYTH

In ancient Greek mythology, Pygmalion was a gifted sculptor from Cyprus. He showed no interest in the local women. Instead, he concentrated on his art until one day he ran across a large, flawless （无瑕） piece of ivory （象牙） and decided to carve a beautiful woman from it. When he finished the statue, Pygmalion found the image of his ideal woman so lovely that he fell in love with it. Then he went to the temple of Aphrodite ( the goddess of love, beauty and fertility ) to ask her to bring the statue to life. When he returned, he found the statue which he named Galatea alive and humbled himself at her feet. At last they got married.

Pygmalion, the play by George Bernard Shaw, is an adaptation of the Greek story.

According to the myth, Pygmalion created a female statue and treated it with such affection that, through Aphrodite's intervention, the statue came to life and responded to him. Such is the essence of the self-fulfilling prophecy: what we expect tends to come true.

The author-----George Bernard Shaw , who is

an Irish dramatist, literary critic, and a leading figure in the 20th century theater.

His main works: Immaturity Widowers' Houses Pygmalion Man and Superman

(1902), John Bull's Other

Island (1904), Major Barbara (1905)

Are you interested in Psychology? If yes, have you ever heard of the “Pygmalion

Effect ”?What is it? ?

The Pygmalion Effect is that people tend to behave as you expect they will. If you expect a person to take responsibility, they probably will. If you expect them not to even try, they probably won’t.

Process Diagram When Communicating Expectations CLIMATE:

Manager creates a warmer , social &

emotional mood for high expectation

employees. They smile more, node their heads approvingly & look into subordinate eyes more

often, They are generally more

supportive, friendly, accepting, & encouraging

INPUT:More assignments and projects are

given to high expectation

employees. In addition to this

assignments are more challenging and afford high

visibility.

OUTPUTManager gives high

expectation employees more opportunities to

speak at meetings , to offer their opinion or to disagree with

the managers opinion. They pay closer attention to

their responses, and give them more

assistance or encouragement in

generating solutions to problems.

FEEDBACK:Manager gives more

positive reinforcement to high expectation employees. They praise them more for good work and criticize them less

for making mistakes.

Consequently, Confidence grows..

Aim Of This Article

1. Explore the concept of self fulfilling prophecy (or Pygmalion Effect as it is known ).

2. Define the key principle of self fulfilling prophecy.

3. Illustrate these principles with number of corollaries to support the basic principles.

4. Suggests ways by which teachers and managers can influence the success of pupils and subordinates.

How managers communicates expectations ?

Seating low expectation employees in low prestige office areas far from the manager.

Paying low attention to lows in business situations.

Giving them less information about what’s going on in the department.

Calling on lows less often to work on special projects, state their opinions, or give presentations.

Waiting less time for lows to state their opinions. Not staying with lows in failure situations. Criticizing lows more frequently than highs for

making mistakes. Praising lows less frequently than highs after

successful efforts.

How managers communicates expectations ?

Praising lows more frequently than highs for marginal or inadequate efforts.

Providing lows with less accurate and less detailed feedback on job performance than highs.

Failing to provide lows with feedback about their job performance as often as highs.

Demanding less work and effort from lows than from highs.

Interrupting lows more.

How teachers communicates expectations ?

Seating low expectation students far from teacher and/or seating them in groups.

Paying low attention to lows in academic situations.

Giving them less information about what’s going on in the department.

Calling on lows less often to answer questions or to make public demonstrations.

Waiting less time for lows to answer questions. Not staying with lows in failure situations. Criticizing lows more frequently than highs for

incorrect responses. Praising lows less frequently than highs after

successful responses.

How teachers communicates expectations ?

Seating low expectation students far from teacher and/or seating them in groups.

Paying low attention to lows in academic situations.

Giving them less information about what’s going on in the department.

Calling on lows less often to answer questions or to make public demonstrations.

Waiting less time for lows to answer questions. Not staying with lows in failure situations. Criticizing lows more frequently than highs for

incorrect responses. Praising lows less frequently than highs after

successful responses.

How teachers communicates expectations ?

Praising lows more frequently than highs for marginal or inadequate responses.

Providing lows with less accurate and less detailed feedback than highs.

Failing to provide lows with feedback about their responses as often as highs.

Demanding less work and effort from lows than from highs.

Interrupting lows more frequently than high.

COROLLARIES

1. High expectations leads to higher performance; low expectations leads to lower performance.

2. Better performance resulting from high expectations leads us to like someone more.

3. We tend to be comfortable with people who meet our expectations, whether they are high or low.

4. Forming expectations is natural and unavoidable.

COROLLARIES

5. Once formed expectations about ourselves tend to be self-sustaining.

6. Good managers produce employees who perform well and feel good about themselves .

7. Performance ratings don’t just summarize the past , they help determine future performance.

8. The best managers have confidennc in themselves and in their ability to hire, devlop & motivate people; largely because of self confidence, they communicate high expectations to others.