第十章 管理人员开发

9-1第十章(管理)人员开发9-2培训与开发的比较培训开发侧重点目前未来工作经验的运用低高目标着眼于当前工作着眼于未来变化参与强制自愿9-3为什么强调人员开发?提高质量留住关键人才迎接挑战应对变革9-4管理人员开发方式:正规教育人员测评在职体验人际互助9-5人员开发的方式FormalEducationAssessmentJobExperiencesInterpersonalRelationships9-6正规教育正规教育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EMBAprograms住校学习的大学课程计划9-7通用电气公司开发项目举例(P260)开发项目项目描述目标学员课程高层经理人员开发项目Emphasisonstrategicthinking,leadership,cross-functionalintegration,competingglobally,customersatisfactionSeniorprofessionalsandexecutivesidentifiedashigh-potentialManagerDevelopmentGlobalBusinessManagementExecutiveDevelopment核心领导能力开发项目Developmentoffunctionalexpertise,businessexcellence,managementofchangeManagersCorporateEntryLeadershipProfessionalDevelopmentNewManagerDevelopmentExperiencedManager专业人员开发项目EmphasisonpreparationforspecificcareerpathNewEmployeesAuditStaffFinancialManagementHumanResourcesTechnicalLeadership9-8人员测评involvescollectinginformationandprovidingfeedbacktoemployeesabouttheirbehavior,communicationstyle,orskills9-9人员测评(continued)Usedmostfrequentlyto:identifyemployeeswithmanagerialpotentialmeasurecurrentmanagers’strengthsandweaknessesidentifymanagerswithpotentialtomoveintohigher-levelexecutivepositionsworkwithteamstoidentifymembers’strengthsandweaknesses,andfactorsthatinhibitproductivity9-10Myers-BriggsTypeIndicator®(MBTI)AssessmentCenterBenchmarksPerformanceAppraisalsand360-DegreeFeedbackSystems人员测评工具9-11AssessmentTools:Myers-Briggs(MBTI)MostpopularpsychologicaltestforemployeedevelopmentUsedforunderstandingsuchthingsas:communicationmotivationteamworkworkstylesleadership9-12ExamplesofMBTIUse:CanbeusedbysalespeoplewhowanttobecomemoreeffectiveatinterpersonalcommunicationbylearningthingsabouttheirownpersonalitystylesandthewaytheyareperceivedbyothersCanhelpdevelopteamsbymatchingteammemberswithassignmentsthatallowthemtocapitalizeontheirpreferencesCanhelpemployeesunderstandhowthedifferentpreferencescanleadtousefulproblemsolving9-13AssessmentTools:评价中心AssessmentCenterTheassessmentcenterisaprocessinwhichmultipleratersorevaluatorsevaluateemployees’performanceonanumberofexercisesusuallyheldatanoff-sitelocationusedtoidentifyifemployeeshavetheabilities,personality,andbehaviorsformanagementjobsusedtoidentifyifemployeeshavethenecessaryskillstoworkinteams9-14ExamplesofSkillsMeasuredbyAssessmentCenterExercisesSKILLSIn-basketSchedulingExerciseLeaderlessGroupDiscussionPersonalityTestRolePlayLeadershipXXXXProblemsolvingXXXXInterpersonalXXXAdministrativeXXXPersonalXXXEXERCISES9-15AssessmentTools:BenchmarksBenchmarks©isaninstrumentdesignedtomeasureimportantfactorsinbeingasuccessfulmanagerItemsmeasuredarebasedonresearchthatexaminesthelessonsexecutiveslearnatcriticaleventsintheircareersThisincludesitemsthatmeasuremanagers’skillsindealingwithsubordinates,acquiringresources,andcreatingaproductiveworkclimate9-16SkillsRelatedtoManagerialSuccessResourcefulnessDoingwhateverittakesBeingaquickstudyBuildingandmendingrelationshipsLeadingsubordinatesCompassionandsensitivityStraightforwardnessandcomposureSettingadevelopmentalclimateConfrontingproblemsubordinatesTeamorientationBalancebetweenpersonallifeandworkDecisivenessSelf-awarenessHiringtalentedstaffPuttingpeopleateaseActingwithflexibility9-17AssessmentTools:PerformanceAppraisalsPerformanceappraisal-theprocessofmeasuringemployees’performanceApproachesformeasuringperformance:rankingemployeesratingworkbehaviorsratingtheextenttowhichemployeeshavedesirabletraitsbelievedtobenecessaryforjobsuccess(e.g.,leadership)directlymeasuringtheresultsofworkperformance(e.g.,productivity)9-18Conditionsunderwhichperformancemeasurementisusefulfordevelopment:TheappraisalsystemmustgiveemployeesspecificinformationabouttheirperformanceproblemsandwaystheycanimprovetheirperformanceManagersmustbetrainedinprovidingperformancefeedbackManagersmustfrequentlygiveemployeesperformancefeedbackManagersalsoneedtomonitoremployees’progressincarryingouttheactionplan9-19AssessmentTools:360-DegreeFeedbackSystemRatingFormRatingFormRatingFormRatingFormSelfPeersCustomersSubordinatesManager9-20Activitiesinvolvedindevelopmentplanningusingthe360-degreefeedbackprocess:(1of2)1.UnderstandstrengthsandweaknessesReviewratingsforstrengthsandweaknessesIdentifyskillsorbehaviorswhereselfandothers’ratingsagreeanddisagree2.IdentifyadevelopmentgoalChooseaskillorbehaviortodevelopSetaclear,specificgoalwithaspecifiedoutcome9-21Activitiesinvolvedindevelopmentplanningusingthe360-degreefeedbackprocess:(2of2)3.Identifyaprocessforrecognizinggoalaccomplishment4.IdentifystrategiesforreachingthedevelopmentgoalEstablishstrategiessuchasreading,jobexperiences,courses,andrelationshipsEstablishstrategiesforreceivingfeedbackonprogressEstablishstrategiesforreceivingreinforcementfornewskillsorbehavior9-22Factorsnecessaryfora360-degreefeedbacksystemtobeeffective:Thesystemmustprovideconsistent(reliable)ratingsFeedbackmustbejob-related(valid)Thesystemmustbeeasytouse,understandable,andrelevantThesystemmustleadtomanagerialdevelopment9-23360-DegreeFeedback:ImportantIssuestoConsiderWhowilltheratersbe?Howwillyoumaintaintheconfidentialityoftherate