of University Miami - School of Business Administration Training and Development (MGT308KY) Fall, 2007 Study Guide Quiz #3
Chapter 10 (Coaching and Performance Management) Know the definition of coaching that your textbook authors subscribe to (p 369, paragraph 1 ... "We define coaching..."; slide 3) and general trends Coaching is a process ised to encourage employees to accept responsibility for performance, enable, them to achieve and sustain superior performance, and treat employees as partners. General trends: Know the 3 steps in coaching performance (p 373-374; slide 4) Defining poor performance Coaching analysis Coaching discussions Generally know what a supervisor does during the Coaching Analysis phase (p 377-381; slides 6-7) Is the process of analyzing factors and choosing appropriate response Must consider several issues: there are multiple causes for poor performance, and a careful diagnosis is critically important for success. FourniesProcess: Identify the unsatisfactory employee performance Is it worth your time and effort to address? Does subordinate know that performance is not satisfactory? Does subordinate know what is supposed to be done? Are there obstacles beyond the employees control? Does subordinate know how to do what must be done? Does a negative consequence follow effective performance? Does a positive consequence follow nonperformance? Could subordinate do it if s/he wanted to? Other Important Questions Can the job be Modified What is the problem persists Generally know the 2 models for conducting Coaching Discussions. Know Kinlaws 3-Stage Approach and Fournies 5-Step Process. Know also how the 2 models are similar and how they are different (p 381384; slide 8) Kinlaws 3 Stage Approach Confronting/presenting Using reactions to develop information Resolution Fournies 5-Step Process Get the employees agreement that a problem exists Mutually discuss alternative solution to problems Mutually agree on action to be taken to resolve problem Follow up to measure results Recognize achievement How are they similar and how are they different?
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How can managers maintain effective performance (p 384-385; slide 9) Provide rewards (intrinsic and extrinsic) Minimize situation restraints Managerial assistance and willingness to work with contributors Provide support and opportunities, ,,Skills stretching Establish a high performance work environment Communicate and reinforce the organizations values, ,,Value-Shaping Effective coaching skills Know the skills required for effective coaching (p 385-390; bottom bullet, slide 9) These are in the text.... Chapter 12 (Career Management & Development) Why are career management programs in a state of flux in contemporary organizations? (p 456-458; slide 2) This is because organizations today are changing so fast, they are very dynamic, lots of restructuring within organizations, team-based organizations, fluidity, no promises Why do companies invest in career management programs? (p 458-459; slide 5) Companies want to create and maintain long-term relationships with employees There is a critical importance of having a ,,core staff Recruitment and retention issues Know the definitions of career, career planning, and career management (p 459-461; slide 2) Career: the pattern of work related experiences that span the course of a persons life Career Planning: the process through which employees... Become aware of their own interests, values, weaknesses, and strengths Obtain information about opportunities within a company Identify career goals Establish action plans Career Management: an ongoing process of preparing, implementing, and monitoring career plans undertaken by an individual alone and in concert with an organization - Todays environments have few if any promises, they are restructured organizations to make themselves competitive and they are more lateral and team based organizations Know the emerging career models: the Boundary-less career, the Protean model, and the Multiple Career Concept model (p 470-472; slides 5-6) The boundary-less career: employees have the responsibility to stay up to date with their skills, add value to the firm, and understand and learn what the business is like. Employers have the responsibility to: have a skills development program, include employees in decision making, provide some level of assistance in career management, counseling, or advice, and provide performance based pay to let employees know how they are doing. Protean Career: everyones career has some sort of uniqueness based on their decisions, people will always invent and reinvent through themselves events and life experiences, they change as life goes on depending on their working experiences. Lifelong learning and personal development is key to staying ahead. Multiple Career concept model: Linear- progression takes you upward, always taking you to the next step Expert- you will be interested in learning more and becoming an expert, better performance, become an expert rather than moving up toward the top level, journey to master rather than the top
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Spiral- move within an organization to different fields every 7-10 years, but these fields are related Transitory- being creative and inventive, changing paths every 3-5 yrs, not between related fields What is "psychological success" (slide 6) See Text. Know three "organizationally-based models" of career management (p 476-477; slide 8) The pluralistic approach: People are always going to be different and want different things Counseling provides personal help to employees Contracts: shows commitment to accommodate any threats Cafeteria Approach- provide employees with different tools that they can pick and choose what they want The systems view of Career Management People system- this is what people are capable of, the capabilities they had when they were hired Job-Market: what their potential is in several years to other employers, making them valuable to us in the long run MGT and Info Systems: about interaction about people and shows us what their capabilities are and how we can evaluate their potential Team-Based Approach Career development is shared among individual team-mates Three Stages to develop careers Team building stage: making people fit in and creating a single unit, socialization Train them in getting better, problem solving, coaching each other and providing feedback Team development: making the team as a whole better and more effective Know the elements of effective career management systems (slide 13) 1. Positioned as response to business need 2. Employees and managers participate in development 3. Employees encouraged to take active roles in career management 4. Evaluation is ongoing and adjustments are made 5. Business segments can customize 6. Include access to career information sources 7. Top management is supportive of system 8. System is linked to other HR practices 9. System creates a large diverse talent pool 1.10. Information about career plans and talent evaluations is accessible to all managers
Chapter 13 (Management Development) Know the definition of management development (p 515; slide 2) and general trends Know the components of management development plus general information from the chapter about each area (p 516; 530-543; slides 3, 10-12)
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Know the general approaches weve used to deciphering what a manager does and an example of each one (e.g., know that Mintzbergs "Ten Management Roles" is an example of the "Assigned Roles" approach to understanding managerial positions ... you do not need to know each theory in depth) (p 517527; slides 4-8)
Specifically, how can management development programs be "connected" to business strategy? Know the "three linkages" theory (p 527-528; slide 9) Generally know the key decisions that need to be made in designing and implementing management development programs (slide 13) Know the characteristics of effective and successful management development programs (p 549-550; slide 14) Using the grid on back slide, be prepared to "slot" a selection of management development techniques on a blank grid. The most important types of programs are behavioral modeling, sensitivity programs, educational programs (BBA, MBA, EBA), on-the-job experiences (slides 15-16) Chapter 14 (Organization Development and Change) Know the definition of Organization Development (p 563; slide 2) Know change process theory: Lewins theory of change; Driving and restraining forces; vs implementation theory (p 563-564; slides 2 & 11) Know the Individual Resistance to Change factors (slide 7) and the Organizational Resistance to Change factors (slide 8) Know the types of change interventions (dont use the text for this ... use the slide, "Types of Change Interventions" ... its closer to current real-world thinking than the texts description)