55. I agree that supervisors should under most circumstances merely tell subordinates
what to do, but not necessarily how to do it. Of course, employees need adequate
training in order to do a job. But beyond that, trusting employees to discover and
develop their own methods for meeting a supervisors expectations can produce
surprising rewards that outweigh any pitfalls of such an approach.
First of all, restraint in directing the how-to aspect of a project signals the
supervisors confidence in an employees intelligence and abilities. Sensing this
confidence, the subordinate will often respond with his or her best work. This
phenomenon lends truth to the adage that people rise to the level of what others expect
from them.
Secondly, by allowing a subordinate to decide how best to attain an objective, a
supervisor imparts a larger share of responsibility for the project to the subordinate. This
alleviates some of the burden from the supervisor, who may have more time for other
tasks as a result. At the same time, when the subordinate shares in the responsibility, he
or she will probably feel more accountable for how the job turns out. The result is likely
to be better job performance.
【GMAT考试写作指导:Issue写作范文五五】相关文章:
最新
2016-03-02
2016-03-02
2016-03-02
2016-03-02
2016-03-02
2016-03-02