1. Employee and Management Development
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. Mintzberg’s Managerial Roles
Formal Authority & Status
Interpersonal Roles
Informational Roles
Decisional Roles

4. 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

5. 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

6. 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

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

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

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

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

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

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

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

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

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