Employee and Management Development Chapter 11Traditional Employee and Management Development Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Employee Development Responsibilities Organization Climate for development Resources and support HR unit Creation and maintenance of emp. development systems: HRIS Training process systems (needs analysis, etc.) Supervisor Performance feedback Special assignments OJT, Coach Motivating employee to develop Employee Motivated to be effective performer Ask for feedback and be open to areas of improvement Take on new work and request stretch assignments Make it known that development is desired

Mintzberg’s Managerial Roles Formal Authority & Status Interpersonal Roles Informational Roles Decisional Roles

Interpersonal Roles Roles Activities Figurehead Leader Liaison Meets obligatory, social, and political duties (e.g. social functions, meeting with politicians, buyers, or suppliers) Leader Maintains, develops, and motivates the human resources necessary to meet the needs of the unit Liaison Networks with individuals outside the unit to acquire information and actions to benefit the unit

Informational Roles Roles Activities Monitor Disseminator Spokesperson Searches for and acquires information about the unit and its environment Disseminator Distributes information to others within or outside the unit Spokesperson Official voice of the unit regarding plans, values, activities, and image of the unit

Decisional Roles Roles Activities Entrepreneur Disturbance handler Manages unit to take advantage of opportunities or meet threats Disturbance handler Manages the concerns of the unit. (e.g., a wildcat strike, loss of a major customer) Resource allocator Integrates and authorizes activities and resource utilization Negotiator Bargains to acquire the resources to meet the needs of the unit

Strategy, Technology, and Structure Market Leader Cost Leader Technology Non Routine Routine Structure- Design Organic Mechanistic Structure- Decision Making Decentralized Centralized

Interpersonal Roles and Characteristics That Matter Knowledge and Skills Traits Role Conceptual Technical Interpersonal Personal Figurehead Yes Leader Liaison

Informational Roles and Characteristics That Matter Knowledge and Skills Traits Role Conceptual Technical Inter-personal Personal Monitor Yes Disseminator Spokesperson Maybe

Decisional Roles and Characteristics That Matter Knowledge and Skills Traits Role Conceptual Technical Inter-personal Personal Entrepreneur Yes Disturbance handler Resource allocator Negotiator

Managerial Skills and Strategy Market Leader Cost Leader Technical More sophisticated and nonroutine Less sophisticated and routine Interpersonal Higher Lower Conceptual

Managerial Traits & Strategy Market Leader Cost Leader Drive High Flexibility Higher Lower Leader motive

Management Styles & Strategy Market Leader Cost Leader Participative Higher Lower Supportive No difference Achieve-ment Directive

Sources of Management Development Externally based Executive Education Consulting firms Internal Corporate University Special Assignments Rotation

Strategies for Execs and Future Execs Mentoring Coaching Executive Development programs Executive MBAs Action Learning (special projects) Rotation Team Building