Thus it was that the young person, when promoted to head a branch, confidently followed the model of two previous superiors in operating the branch, quickly established a record of outstanding performance, and trained an assistant to assume responsibility early. Consider the following investigations:. While success in business sometimes appears to depend on the luck of the draw, more than luck is involved when a young person is selected by a superior manager. Successful managers do not pick their subordinates at random or by the toss of a coin.
The key seems to be that they are able to identify subordinates with whom they can probably work effectively—people with whom they are compatible and whose body chemistry agrees with their own. They make mistakes, of course. But they give up on a subordinate slowly because that means giving up on themselves—on their judgment and ability in selecting, training, and motivating people.
Less effective managers select subordinates more quickly and give up on them more easily, believing that the inadequacy is that of the subordinate, not of themselves.
Walters, Jr. Rarely do new graduates work closely with experienced middle managers or upper-level executives. Normally they are bossed by first-line managers who tend to be the least experienced and least effective in the organization. As a consequence, many college graduates begin their careers in business under the worst possible circumstances.
Since they know their abilities are not being developed or used, they quite naturally soon become negative toward their jobs, employers, and business careers. The problem posed to corporate management is underscored by the sharply rising rates of attrition among young managerial and professional personnel. Turnover among managers one to five years out of college is almost twice as high now as it was a decade ago, and five times as high as two decades ago.
Three out of five companies surveyed by Fortune in the fall of reported that turnover among young managers and professionals is higher than five years ago.
The problem can be seen in its extreme form in the excessive attrition rates of college and university graduates who begin their careers in sales positions. This attrition stems primarily, in my opinion, from the failure of first-line managers to teach new college recruits what they need to know to be effective sales representatives. As we have seen, young people who begin their careers working for less-than-competent sales managers are likely to have records of low productivity.
When rebuffed by their customers and considered by their managers to have little potential for success, the young people naturally have great difficulty in maintaining their self-esteem.
Soon they find little personal satisfaction in their jobs and, to avoid further loss of self-respect, leave their employers for jobs that look more promising. Moreover, as reports about the high turnover and disillusionment of those who embarked on sales careers filter back to college campuses, new graduates become increasingly reluctant to take jobs in sales.
Thus ineffective first-line sales management sets off a sequence of events that ends with college and university graduates avoiding careers in selling. Many managers resent the abstract, academic language and narrow rationalization characteristically used by recent graduates. For whatever reason, the generation gap in many companies is eroding managerial expectations of new college graduates. Clearly, low managerial expectations and hostile attitudes are not the basis for effective management of new people entering business.
Industry has not developed effective first-line managers fast enough to meet its needs. As a consequence, many companies are underdeveloping their most valuable resource—talented young men and women. They are incurring heavy attrition costs and contributing to the negative attitudes young people often have about careers in business. For top executives in industry who are concerned with organizational productivity and the careers of young employees, the challenge is clear: to speed the development of managers who will treat subordinates in ways that lead to high performance and career satisfaction.
Managers not only shape the expectations and productivity of subordinates but also influence their attitudes toward their jobs and themselves. If managers are unskilled, they leave scars on the careers of young people, cut deeply into their self-esteem, and distort their image of themselves as human beings. More often than one realizes, the manager is Pygmalion. See John W. Alfred A. Robert C. You have 1 free article s left this month. You are reading your last free article for this month.
Subscribe for unlimited access. Create an account to read 2 more. Organizational restructuring. How can you get the best out of your employees? Expect the best. The main characters of this romance, young adult story are ,. The book has been awarded with , and many others. Please note that the tricks or techniques listed in this pdf are either fictional or claimed to work by its creator.
We do not guarantee that these techniques will work for you. Some of the techniques listed in In Dreams may require a sound knowledge of Hypnosis, users are advised to either leave those sections or must have a basic understanding of the subject before practicing them.
DMCA and Copyright : The book is not hosted on our servers, to remove the file please contact the source url. With closed eyes you breathe in the sweet odor of the turf, and the earth is soft and green as a newly-made bed in the sea - a bed for birth, a bed for death The Fall of the King At times in the narrative of The Fall of the King it seems as though Axel is little more than a highly sexual being and indeed a Freudian reading of this text would most often have Axel stuck in a pre-Oedipal phase.
He is a highly active character who is constantly acting on his whims of fancy and his action is not purposeful. The clarity of mind which Axel seems to experience is tied explicitly to a longing for times past and remembrances of these times.
Axel finds himself in the land of eternal summer another mythical construction in this scene following his death. Myth extends a moment into an eternity, but the language of myth is one that is universal. As this moment of eternity, Axel can at last come to terms with life, with his ultimate demise under the Law of the Fall, and with the past and the future.
In creating a moment in time that embodies all of this, Jensen has effectively created myth through his language. The reader sees Axel lucidly comprehending his present situation, i. At the same time, he is also evaluating his past and mourning for remembrances of all that he has done while he is simultaneously able to comprehend the glorious land of eternal summer.
Layered seamlessly into the creation of these concurrent occurrences, the reader sees also the importance of ancient myth in the creation of the depictions of the eternal land of summer. This in turn coincides with the importance of the every day and customary as the local village people carry on with their everyday celebrations.
The night Mikkel died, the deep and powerful feelings of his youth returned. The moment his heart stopped beating he felt again the warmth of his true nature and the beautiful springtime of his heart.
But Mikkel had to pass through an eternity before he reached his goal. He was disappointed time and again. At midwinter it even looked like he might survive.
The king had expected this for a long time, but even so he was inconsolable. It disquieted him as much as it grieved him. The king walked back and forth in the tower and wept. Now that the features had become motionless in death, the blighted hope could be seen so clearly. They are memories of a life that has been wasted, a life seemingly without purpose.
This is the face of the man who did not toil against life and seemingly in death is doomed to eternal disappointment and never will be able to transgress the Law of the Fall. Mikkel will never find the peace that Axel had both in life and in death. It was like the sound of a millstone, close by his head.
Often he lay thinking that now he was dead. Centuries passed while he lay paralyzed, stretched out in this steel-edged song of darkness. And yet he would wake from time to time, moving a hand or making out the form of the room around him. But each time when the monstrous sound began again in his ear, it had come closer, boring through him more shrilly and more brutally than before.
Their mill-song will beset you. It will come from the center of your brain like the sound of a crushing millstone. A Word From Verywell So what do you think? Was this page helpful? Thanks for your feedback! Sign Up. What are your concerns? Verywell Mind uses only high-quality sources, including peer-reviewed studies, to support the facts within our articles. Read our editorial process to learn more about how we fact-check and keep our content accurate, reliable, and trustworthy.
Adamson, E. New York: Penguin Group; Crisp, T. Dream Dictionary. New York: Random House; Grant, R. The Illustrated Dream Dictionary. New York: Sterling Publishing Co.
Hamilton-Parker, C. The Hidden Meaning of Dreams. New York: Sterling Publishing; Loewenberg, L. New York: St. Martin's Press; Lohff, D. Philadelphia, Pennsylvania: Running Press; MacGregor, T. Avon, MA: Adams Media; Peirce, P. Dream Dictionary for Dummies. Related Articles. Why Do We Dream. What Is Jungian Therapy? Can You Learn to Lucid Dream? Your Privacy Rights.
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