Week 6 - Discussion 1 - HR Dev & Change
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week06_chapter11ppt.pptxChapter 11Traditional
Employee and Management Development
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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 |
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Mintzberg’s Managerial Roles
Formal Authority & Status
Interpersonal Roles
Informational Roles
Decisional Roles
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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 |
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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 |
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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 |
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Strategy, Technology, and Structure
| Market Leader | Cost Leader | |
| Technology | Non Routine | Routine |
| Structure- Design | Organic | Mechanistic |
| Structure- Decision Making | Decentralized | Centralized |
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Interpersonal Roles and Characteristics That Matter
| Knowledge and Skills | Traits | |||
| Role | Conceptual | Technical | Interpersonal | Personal |
| Figurehead | Yes | Yes | ||
| Leader | Yes | Yes | Yes | |
| Liaison | Yes | Yes | Yes |
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Informational Roles and Characteristics That Matter
| Knowledge and Skills | Traits | |||
| Role | Conceptual | Technical | Inter-personal | Personal |
| Monitor | Yes | Yes | Yes | |
| Disseminator | Yes | Yes | Yes | |
| Spokesperson | Yes | Yes | Yes | Maybe |
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Decisional Roles and Characteristics That Matter
| Knowledge and Skills | Traits | |||
| Role | Conceptual | Technical | Inter-personal | Personal |
| Entrepreneur | Yes | Yes | Yes | Yes |
| Disturbance handler | Yes | Yes | Yes | Yes |
| Resource allocator | Yes | Yes | Yes | Yes |
| Negotiator | Yes | Yes | Yes |
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Managerial Skills and Strategy
| Skills | Market Leader | Cost Leader |
| Technical | More sophisticated and nonroutine | Less sophisticated and routine |
| Interpersonal | Higher | Lower |
| Conceptual | Higher | Lower |
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Managerial Traits & Strategy
| Traits | Market Leader | Cost Leader |
| Drive | High | High |
| Flexibility | Higher | Lower |
| Leader motive | High | High |
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Management Styles & Strategy
| Style | Market Leader | Cost Leader |
| Participative | Higher | Lower |
| Supportive | No difference | No difference |
| Achieve-ment | Higher | Lower |
| Directive | Lower | Higher |
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Sources of Management Development
Externally based
Executive Education
Consulting firms
Internal
Corporate University
Special Assignments
Rotation
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Strategies for Execs and Future Execs
Mentoring
Coaching
Executive Development programs
Executive MBAs
Action Learning (special projects)
Rotation
Team Building
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