第十章 管理人员开发ppt课件

1、第十章 (管理)人员开发培训与开发的比较培训开发侧重点目前未来工作经验的运用低高目标着眼于当前工作着眼于未来变化参与强制自愿为什么强调人员开发?提高质量留住关键人才迎接挑战应对变革管理人员开发方式:正规教育人员测评在职体验人际互助人员开发的方式Formal EducationAssessmentJob ExperiencesInterpersonal Relationships正规教育正规教育专门为为公司雇员设计的脱产和在职培训方案由顾问或大学提供的短期课程EMBA programs住校学习的大学课程方案通用电气公司开发工程举例(P260)开发项目项目描述目标学员课程高层经理人员开发项目Emp

2、hasis on strategic thinking, leadership, cross-functional integration, competing globally, customer satisfactionSenior professionals and executives identified as high-potentialManager DevelopmentGlobal Business ManagementExecutive Development核心领导能力开发项目Development of functional expertise, business ex

3、cellence, management of changeManagersCorporate Entry LeadershipProfessional DevelopmentNew Manager DevelopmentExperienced Manager专业人员开发项目Emphasis on preparation for specific career pathNew EmployeesAudit StaffFinancial ManagementHuman ResourcesTechnical Leadership人员测评involves collecting information

4、 and providing feedback to employees about their behavior, communication style, or skills人员测评 (continued)Used most frequently to:identify employees with managerial potential measure current managers strengths and weaknessesidentify managers with potential to move into higher-level executive position

5、swork with teams to identify members strengths and weaknesses, and factors that inhibit productivityMyers-Briggs TypeIndicator(MBTI)Assessment CenterBenchmarksPerformanceAppraisals and 360-Degree FeedbackSystems人员测评工具Assessment Tools: Myers-Briggs (MBTI)Most popular psychological test for employee d

6、evelopmentUsed for understanding such things as:communicationmotivationteamworkwork stylesleadershipExamples of MBTI Use:Can be used by salespeople who want to become more effective at interpersonal communication by learning things about their own personality styles and the way they are perceived by

7、 othersCan help develop teams by matching team members with assignments that allow them to capitalize on their preferencesCan help employees understand how the different preferences can lead to useful problem solvingAssessment Tools: 评价中心Assessment CenterThe assessment center is a process in which m

8、ultiple raters or evaluators evaluate employees performance on a number of exercisesusually held at an off-site locationused to identify if employees have the abilities, personality, and behaviors for management jobsused to identify if employees have the necessary skills to work in teamsExamples of

9、Skills Measured by Assessment Center ExercisesSKILLSIn-basketScheduling ExerciseLeaderless Group DiscussionPersonality TestRole PlayLeadershipXXXXProblem solvingXXXXInterpersonalXXXAdministrativeXXXPersonalXXXEXERCISESAssessment Tools: BenchmarksBenchmarks is an instrument designed to measure import

10、ant factors in being a successful managerItems measured are based on research that examines the lessons executives learn at critical events in their careersThis includes items that measure managers skills in dealing with subordinates, acquiring resources, and creating a productive work climateSkills

11、 Related to Managerial SuccessResourcefulnessDoing whatever it takesBeing a quick studyBuilding and mending relationshipsLeading subordinatesCompassion and sensitivityStraightforwardness and composureSetting a developmental climateConfronting problem subordinatesTeam orientationBalance between perso

12、nal life and workDecisivenessSelf-awarenessHiring talented staffPutting people at easeActing with flexibilityAssessment Tools:Performance AppraisalsPerformance appraisal - the process of measuring employees performanceApproaches for measuring performance:ranking employeesrating work behaviorsrating

13、the extent to which employees have desirable traits believed to be necessary for job success (e.g., leadership)directly measuring the results of work performance (e.g., productivity)Conditions under which performance measurement is useful for development:The appraisal system must give employees spec

14、ific information about their performance problems and ways they can improve their performanceManagers must be trained in providing performance feedbackManagers must frequently give employees performance feedbackManagers also need to monitor employees progress in carrying out the action planAssessmen

15、t Tools: 360-Degree Feedback SystemRating FormRating FormRating FormRating FormSelfPeersCustomersSubordinatesManagerActivities involved in development planning using the 360-degree feedback process: (1 of 2)Understand strengths and weaknessesReview ratings for strengths and weaknessesIdentify skills

16、 or behaviors where self and others ratings agree and disagreeIdentify a development goalChoose a skill or behavior to developSet a clear, specific goal with a specified outcomeActivities involved in development planning using the 360-degree feedback process: (2 of 2)Identify a process for recognizi

17、ng goal accomplishmentIdentify strategies for reaching the development goalEstablish strategies such as reading, job experiences, courses, and relationshipsEstablish strategies for receiving feedback on progressEstablish strategies for receiving reinforcement for new skills or behaviorFactors necess

18、ary for a 360-degree feedback system to be effective:The system must provide consistent (reliable) ratingsFeedback must be job-related (valid)The system must be easy to use, understandable, and relevantThe system must lead to managerial development 360-Degree Feedback:Important Issues to ConsiderWho

19、 will the raters be?How will you maintain the confidentiality of the raters?What behaviors and skills are job-related?How will you ensure full participation and complete responses from every employee who is asked to be a rater?What will the feedback report include?How will you ensure that managers r

20、eceive and act on the feedback?在职体验Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobsMost employee development occurs through job experiencesA major assumption is that development is most likely to occur when there is a mismatch betw

21、een the employees skills and past experiences and the skills required for the jobTo be successful in their jobs, employees must stretch their skills.They must be forced to learn new skills, apply their skills and knowledge in a new way, and master new experiences.Job Demands and Lessons Learned from

22、 Them(P270)Making transitionsUnfamiliar responsibilitiesProving yourselfCreating changeDeveloping new directionsInherited problemsReduction decisionsProblems with employeesHaving high level of responsibilityHigh stakesManaging business diversityJob overloadHandling external pressureBeing involved in

23、 non-authority relationshipsInfluencing without authorityFacing obstaclesAdverse business conditionsLack of top management supportLack of personal supportDifficult bossHow Job Experiences are Used for Employee Development:Enlargement of CurrentJob ExperiencesPromotionJob Rotation (Lateral Move)Trans

24、fer (Lateral Move)Downward MoveTemporary Assignment with Another Organization Characteristics of Effective Job Rotation Systems (1 of 2)Job rotation is used to develop skills as well as give employees experience needed for managerial positionsEmployees understand specific skills that will be develop

25、ed by rotationJob rotation is used for all levels and types of employeesAll employees have equal opportunities for job rotation assignmentsCharacteristics of Effective Job Rotation Systems (2 of 2)Job rotation is linked with the career management process so employees know the development needs addre

26、ssed by each job assignmentBenefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotations role in their development plans人际互助Employees can also develop skills and increase their knowledge about the co

27、mpany and its customers by interacting with a more experienced organizational memberTwo types of interpersonal relationships used to develop employees:MentoringCoaching Characteristics of Successful Formal Mentoring Programs: (1 of 2)Mentor and protg participation is voluntaryrelationship can be end

28、ed at any time without fear of punishmentMentor-protg matching process does not limit the ability of informal relationships to developMentors are chosen on the basis of:their past record in developing employeeswillingness to serve as a mentorevidence of positive coaching, communication, and listenin

29、g skillsCharacteristics of Successful Formal Mentoring Programs: (2 of 2)The purpose of the program is clearly understoodThe length of the program is specifiedA minimum level of contact between the mentor and protg is specifiedProtgs are encouraged to contact one another to discuss problems and shar

30、e successesThe mentor program is evaluatedEmployee development is rewardedCoaching RelationshipsCoach a peer or manager who works with employees to:motivate themhelp them develop skillsprovide reinforcement and feedbackCoaches need to be able to suggest effective improvement actionsThe Development P

31、lanning ProcessThe development planning process involves:identifying development needschoosing a development goalidentifying the actions that need to be taken by the employee and the company to achieve the goaldetermining how progress toward goal attainment will be measuredinvesting time and energy

32、to achieve the goalestablishing a timetable for developmentDevelopment Planning (continued)An emerging trend in development is that the employee must initiate the development planning processThe development approach used is dependent on the needs and development goalResponsibilities in the Developme

33、nt Planning Process: (1 of 2)Development Planning ProcessEmployee ResponsibilityCompany ResponsibilityOpportunityHow do I need to improve?Assessment information to identify strengths, weaknesses, interests, and valuesMotivationAm I willing to invest the time and energy to develop?Company assists in identifying personal and company reasons for change.Manager discusses steps for dealing with barriers and challenges to development.Goal IdentificationHow do I want to develop?Company provides development planning guide.Manager has developmental discussion with employee.Responsi