第十章管理人员开发课件.ppt

1、培训培训开发开发侧重点侧重点目前目前未来未来工作经验的运工作经验的运用用低低高高目标目标着眼于当前工作着眼于当前工作着眼于未来变化着眼于未来变化参与参与强制强制自愿自愿提高质量留住关键人才迎接挑战应对变革Formal EducationAssessmentJob ExperiencesInterpersonal Relationships专门为为公司雇员设计的脱产和在职培训计划由顾问或大学提供的短期课程EMBA programs住校学习的大学课程计划开发项目开发项目项目描述项目描述目标学员目标学员课程课程高层经理人员开高层经理人员开发项目发项目Emphasis on strategic thi

2、nking,leadership,cross-functional integration,competing globally,customer satisfactionSenior professionals and executives identified as high-potentialManager DevelopmentGlobal Business ManagementExecutive Development核心领导能力开核心领导能力开发项目发项目Development of functional expertise,business excellence,manageme

3、nt of changeManagersCorporate Entry LeadershipProfessional DevelopmentNew Manager DevelopmentExperienced Manager专业人员开发项专业人员开发项目目Emphasis on preparation for specific career pathNew EmployeesAudit StaffFinancial ManagementHuman ResourcesTechnical Leadershipinvolves collecting information and providing

4、 feedback to employees about their behavior,communication style,or skillsUsed most frequently to:identify employees with managerial potential measure current managers strengths and weaknessesidentify managers with potential to move into higher-level executive positionswork with teams to identify mem

5、bers strengths and weaknesses,and factors that inhibit productivityMyers-Briggs TypeIndicator(MBTI)Assessment CenterBenchmarksPerformanceAppraisals and 360-Degree FeedbackSystemsMost popular psychological test for employee developmentUsed for understanding such things as:communicationmotivationteamw

6、orkwork stylesleadershipCan 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 othersCan help develop teams by matching team members with assignments that allow them to capita

7、lize on their preferencesCan help employees understand how the different preferences can lead to useful problem solvingThe is a process in which multiple raters or evaluators evaluate employees performance on a number of exercisesusually held at an off-site locationused to identify if employees have

8、 the abilities,personality,and behaviors for management jobsused to identify if employees have the necessary skills to work in teamsSKILLSIn-basketScheduling ExerciseLeaderless Group DiscussionPersonality TestRole PlayLeadershipXXXXProblem solvingXXXXInterpersonalXXXAdministrativeXXXPersonalXXXEXERC

9、ISESBenchmarks is an instrument designed to measure important 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,acquirin

10、g resources,and creating a productive work climateResourcefulnessDoing whatever it takesBeing a quick studyBuilding and mending relationshipsLeading subordinatesCompassion and sensitivityStraightforwardness and composureSetting a developmental climateConfronting problem subordinatesTeam orientationB

11、alance between personal life and workDecisivenessSelf-awarenessHiring talented staffPutting people at easeActing with flexibility-the process of measuring employees performanceApproaches for measuring performance:ranking employeesrating work behaviorsrating the extent to which employees have desirab

12、le traits believed to be necessary for job success(e.g.,leadership)directly measuring the results of work performance(e.g.,productivity)The appraisal system must give employees specific information about their performance problems and ways they can improve their performanceManagers must be trained i

13、n providing performance feedbackManagers must frequently give employees performance feedbackManagers also need to monitor employees progress in carrying out the action planRating FormRating FormRating FormRating FormSelfPeersCustomersSubordinatesManager1.Understand strengths and weaknessesqReview ra

14、tings for strengths and weaknessesqIdentify skills or behaviors where self and others ratings agree and disagree2.Identify a development goalqChoose a skill or behavior to developqSet a clear,specific goal with a specified outcome3.Identify a process for recognizing goal accomplishment4.Identify str

15、ategies for reaching the development goalqEstablish strategies such as reading,job experiences,courses,and relationshipsqEstablish strategies for receiving feedback on progressqEstablish strategies for receiving reinforcement for new skills or behaviorThe system must provide consistent(reliable)rati

16、ngsFeedback must be job-related(valid)The system must be easy to use,understandable,and relevantThe system must lead to managerial development Who 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 participati

17、on 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 receive and act on the feedback?Job experiences refer to relationships,problems,demands,tasks,or other features that employees face in their jobsMost emplo

18、yee development occurs through job experiencesA major assumption is that development is most likely to occur when there is a mismatch between 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 f

19、orced to learn new skills,apply their skills and knowledge in a new way,and master new experiences.Making transitionsUnfamiliar responsibilitiesProving yourselfCreating changeDeveloping new directionsInherited problemsReduction decisionsProblems with employeesHaving high level of responsibilityHigh

20、stakesManaging business diversityJob overloadHandling external pressureBeing involved in non-authority relationshipsInfluencing without authorityFacing obstaclesAdverse business conditionsLack of top management supportLack of personal supportDifficult bossEnlargement of CurrentJob ExperiencesPromoti

21、onJob Rotation(Lateral Move)Transfer(Lateral Move)Downward MoveTemporary Assignment with Another Organization 1.Job rotation is used to develop skills as well as give employees experience needed for managerial positions2.Employees understand specific skills that will be developed by rotation3.Job ro

22、tation is used for all levels and types of employees4.All employees have equal opportunities for job rotation assignments5.Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment6.Benefits of rotation are maximized and costs

23、are minimized through managing time of rotations to reduce workload costs and help employees understand job rotations role in their development plansEmployees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizationa

24、l memberTwo types of interpersonal relationships used to develop employees:MentoringCoaching Mentor and protg participation is voluntaryrelationship can be ended at any time without fear of punishmentMentor-protg matching process does not limit the ability of informal relationships to developMentors

25、 are chosen on the basis of:their past record in developing employeeswillingness to serve as a mentorevidence of positive coaching,communication,and listening skillsThe purpose of the program is clearly understoodThe length of the program is specifiedA minimum level of contact between the mentor and

26、 protg is specifiedProtgs are encouraged to contact one another to discuss problems and share successesThe mentor program is evaluatedEmployee development is rewardedCoach a peer or manager who works with employees to:motivate themhelp them develop skillsprovide reinforcement and feedbackCoaches nee

27、d to be able to suggest effective improvement actionsThe 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 an

28、d energy to achieve the goalestablishing a timetable for developmentAn emerging trend in development is that the employee must initiate the development planning processThe development approach used is dependent on the needs and development goalDevelopment Planning ProcessEmployee ResponsibilityCompa

29、ny 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

30、with barriers and challenges to development.Goal IdentificationHow do I want to develop?Company provides development planning guide.Manager has developmental discussion with employee.Development Planning ProcessEmployee ResponsibilityCompany ResponsibilityCriteriaHow will I know I am making progress

31、?Manager provides feedback on criteriaActionsWhat will I do to reach my development goal?Company provides assessment,courses,job experiences,and relationshipsAccountabilityWhat is my timetable?How can I ask others for feedback on progress toward my goal?Managers follows up on progress toward develop

32、mental goal and helps employees set a realistic timetable for goal achievementIndividualizationLearner ControlOngoing Support 博伊德尔(Boydell)译者:高湘泽 如何开发自身的管理才能(管理者组织和公共机构必读)(Management self-development)商务印书馆 1998年01月一、方法一：个人日记二、方法二：逆溯回顾三、方法三：反省往事四、听从内心的自我和自劝；直觉能力的开发五、方法五：勇于尝试新事物六、方法六：试验新的行为方式七、方法七：增强您的意志力八、方法八：保持开放的头脑九、方法九：善于处理自身高尚的自我和卑劣的自我一、方法十：阅读二、方法十一：勤做笔记三、方法十二：“全套本领自测网”四、方法十三：记忆事情的方法五、方法十四：增强您的逻辑思维能力一、方法十五：进修课程，包括函授课程二、方法十六：文献包和循序渐进的教材三、方法十七：承担特殊项目四、方法十八：加入学会和专业团体五、方法十九：为刊物撰稿六、方法二十：培训和教育他人身体健康、休息放松以及自我的其他方面 EQ 自己的管理风格别人能为您的自我开发提供什么帮助？与搭档合作 小组活动法