第十章管理人员开发课件.ppt

《第十章管理人员开发课件.ppt》由会员分享，可在线阅读，更多相关《第十章管理人员开发课件.ppt（44页珍藏版）》请在三一办公上搜索。

1、,第十章(管理)人员开发,第十章(管理)人员开发,培训与开发的比较,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,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,为什么强调人员开发?,管理人员开发方式:正规教育人员测评在职体验人际互助,管理人员开发方式:,人员开发的方式,Formal Education,Assessment,Job Experiences,Interpersonal Relationships,人员开发的方式Formal EducationAssessm,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EMBA

2、programs住校学习的大学课程计划,正规教育正规教育,通用电气公司开发项目举例(P260),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,人员测评involves collecting information and providing feedback to employees about their behavior,communication style,or skills,人员测评,人员测评(continued),Used most frequently to:identify employees with managerial potential measure

3、current managers strengths and weaknessesidentify managers with potential to move into higher-level executive positionswork with teams to identify members strengths and weaknesses,and factors that inhibit productivity,人员测评(continued)Used most freq,人员测评工具,Myers-Briggs TypeAssessment Ce,Assessment Too

4、ls:Myers-Briggs(MBTI),Most popular psychological test for employee developmentUsed for understanding such things as:communicationmotivationteamworkwork stylesleadership,Assessment Tools:Myers-Briggs,Examples of MBTI Use:,Can be used by salespeople who want to become more effective at interpersonal c

5、ommunication 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 capitalize on their preferencesCan help employees understand how the different preferences can lead to useful

6、 problem solving,Examples of MBTI Use:Can be us,Assessment Tools:评价中心Assessment Center,The assessment center 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 the abilities

7、,personality,and behaviors for management jobsused to identify if employees have the necessary skills to work in teams,Assessment Tools:评价中心Assessm,Examples of Skills Measured by Assessment Center Exercises,EXERCISES,Examples of Skills Measured by,Assessment Tools:Benchmarks,Benchmarks is an instrum

8、ent 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,acquiring resources,and creating a p

9、roductive work climate,Assessment Tools:BenchmarksBe,Skills Related to Managerial Success,ResourcefulnessDoing whatever it takesBeing a quick studyBuilding and mending relationshipsLeading subordinatesCompassion and sensitivityStraightforwardness and composureSetting a developmental climate,Confront

10、ing problem subordinatesTeam orientationBalance between personal life and workDecisivenessSelf-awarenessHiring talented staffPutting people at easeActing with flexibility,Skills Related to Managerial S,Assessment Tools:Performance Appraisals,Performance appraisal-the process of measuring employees p

11、erformanceApproaches for measuring performance:ranking employeesrating work behaviorsrating the extent to which employees have desirable traits believed to be necessary for job success(e.g.,leadership)directly measuring the results of work performance(e.g.,productivity),Assessment Tools:Performance,

12、Conditions under which performance measurement is useful for development:,The appraisal system must give employees specific information about their performance problems and ways they can improve their performanceManagers must be trained in providing performance feedbackManagers must frequently give

13、employees performance feedbackManagers also need to monitor employees progress in carrying out the action plan,Conditions under which perform,Assessment Tools:360-Degree Feedback System,Rating Form,Rating Form,Rating Form,Rating Form,Self,Peers,Customers,Subordinates,Manager,Assessment Tools:360-Deg

14、ree F,Activities involved in development planning using the 360-degree feedback process:(1 of 2),Understand strengths and weaknessesReview ratings for strengths and weaknessesIdentify skills or behaviors where self and others ratings agree and disagreeIdentify a development goalChoose a skill or beh

15、avior to developSet a clear,specific goal with a specified outcome,Activities involved in develop,Activities involved in development planning using the 360-degree feedback process:(2 of 2),Identify a process for recognizing goal accomplishmentIdentify strategies for reaching the development goalEsta

16、blish strategies such as reading,job experiences,courses,and relationshipsEstablish strategies for receiving feedback on progressEstablish strategies for receiving reinforcement for new skills or behavior,Activities involved in develop,Factors necessary for a 360-degree feedback system to be effecti

17、ve:,The system must provide consistent(reliable)ratingsFeedback must be job-related(valid)The system must be easy to use,understandable,and relevantThe system must lead to managerial development,Factors necessary for a 360-de,360-Degree Feedback:Important Issues to Consider,Who will the raters be?Ho

18、w will you maintain the confidentiality of the raters?What behaviors and skills are job-related?How will you ensure full participation 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

19、feedback?,360-Degree Feedback:Important,在职体验,Job experiences refer to relationships,problems,demands,tasks,or other features that employees face in their jobsMost employee development occurs through job experiencesA major assumption is that development is most likely to occur when there is a mismatc

20、h between the employees skills and past experiences and the skills required for the job,在职体验Job experiences refer to r,To be successful in their jobs,employees must stretch their skills.They must be forced to learn new skills,apply their skills and knowledge in a new way,and master new experiences.,

21、To be successful in their jobs,Job Demands and Lessons Learned from Them(P270),Job Demands and Lessons Learne,How Job Experiences are Used for Employee Development:,Enlargement of Current,Job Experiences,Promotion,Job Rotation(Lateral Move),Transfer(Lateral Move),Downward Move,Temporary Assignment w

22、ith Another Organization,How Job Experiences are Used f,Characteristics of Effective Job Rotation Systems(1 of 2),Job rotation is used to develop skills as well as give employees experience needed for managerial positionsEmployees understand specific skills that will be developed by rotationJob rota

23、tion is used for all levels and types of employeesAll employees have equal opportunities for job rotation assignments,Characteristics of Effective J,Characteristics of Effective Job Rotation Systems(2 of 2),Job rotation is linked with the career management process so employees know the development n

24、eeds addressed by each job assignmentBenefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotations role in their development plans,Characteristics of Effective J,人际互助,Employees can also develop skill

25、s and increase their knowledge about the company and its customers by interacting with a more experienced organizational memberTwo types of interpersonal relationships used to develop employees:MentoringCoaching,人际互助Employees can also develop,Characteristics of Successful Formal Mentoring Programs:(

26、1 of 2),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 are chosen on the basis of:their past record in developing employeeswillingness to s

27、erve as a mentorevidence of positive coaching,communication,and listening skills,Characteristics of Successful,Characteristics of Successful Formal Mentoring Programs:(2 of 2),The purpose of the program is clearly understoodThe length of the program is specifiedA minimum level of contact between the

28、 mentor and protg is specifiedProtgs are encouraged to contact one another to discuss problems and share successesThe mentor program is evaluatedEmployee development is rewarded,Characteristics of Successful,Coaching Relationships,Coach a peer or manager who works with employees to:motivate themhelp

29、 them develop skillsprovide reinforcement and feedbackCoaches need to be able to suggest effective improvement actions,Coaching RelationshipsCoach,The Development Planning Process,The development planning process involves:identifying development needschoosing a development goalidentifying the action

30、s that need to be taken by the employee and the company to achieve the goaldetermining how progress toward goal attainment will be measuredinvesting time and energy to achieve the goalestablishing a timetable for development,The Development Planning Proce,Development Planning(continued),An emerging

31、trend in development is that the employee must initiate the development planning processThe development approach used is dependent on the needs and development goal,Development Planning(continue,Responsibilities in the Development Planning Process:(1 of 2),Responsibilities in the Develo,Responsibili

32、ties in the Development Planning Process:(2 of 2),Responsibilities in the Develo,Company Strategies for Providing Development:,Individualization,Learner Control,Ongoing Support,Company Strategies for Providi,如何开发自身的管理才能,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

33、1998年01月,如何开发自身的管理才能,开发自身的管理才能的一些基本方法,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,开发自身的管理才能的一些基本方法一、方法一：个人日记,开发自身的管理才能的几种改善自我思维的方法,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,开发自身的管理才能的几种改善自我思维的方法一、方法十：阅读,开发自身的管理才能的其他方法,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,开发自身的管理才能的其他方法一、方法十五：进修课程，包括函授,开发自身的管理才能的其他方法,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,开发自身的管理才能的其他方法身体健康、休息放松以及自我的其他,谢谢大家,谢谢大家,