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

2. 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

3. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Mintzberg’s Managerial Roles Formal Authority & Status Interpersonal Roles Informational Roles Decisional Roles

4. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Interpersonal Roles Roles Activities Figurehead 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

5. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Informational Roles Roles Activities Monitor 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

6. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Decisional Roles Roles Activities Entrepreneur 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

7. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Strategy, Technology, and Structure Market Leader Cost Leader Technology Non RoutineRoutine Structure- Design OrganicMechanistic Structure- Decision Making Decentralized Centralized

8. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Interpersonal Roles and Characteristics That Matter Knowledge and SkillsTraits RoleConceptualTechnicalInterpersonalPersonal FigureheadYes LeaderYes LiaisonYes

9. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Informational Roles and Characteristics That Matter Knowledge and SkillsTraits RoleConceptual Technica l Inter- personal Personal MonitorYes DisseminatorYes SpokespersonYes Maybe

10. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Decisional Roles and Characteristics That Matter Knowledge and SkillsTraits RoleConceptualTechnical Inter- personal Personal Entrepreneur Yes Disturbance handler Yes Resource allocator Yes Negotiator Yes

11. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Managerial Skills and Strategy SkillsMarket LeaderCost Leader Technical More sophisticated and nonroutine Less sophisticated and routine Interpersonal HigherLower ConceptualHigherLower

12. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Managerial Traits & Strategy TraitsMarket LeaderCost Leader DriveHigh FlexibilityHigherLower Leader motiveHigh

13. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Management Styles & Strategy StyleMarket LeaderCost Leader ParticipativeHigherLower SupportiveNo difference Achieve-mentHigherLower DirectiveLowerHigher

14. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Sources of Management Development  Externally based  Executive Education  Consulting firms  Internal  Corporate University  Special Assignments  Rotation

15. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Strategies for Execs and Future Execs  Mentoring  Coaching  Executive Development programs  Executive MBAs  Action Learning (special projects)  Rotation  Team Building