Measurement ProgramDesign People Culture Lackofnew technologies Nodirectionorfocus WrongSelection Lack of motivation No personal commitment Environment Instructional Materials TrainingSite Limited space Poor lighting No confidence in effectiveness Does not support informal learning Doesnotmeasure long-termresults Lackofreinforcement andsupport Failtoproduceresults Absence of assessments Development strategies not established Failstoprepare PoorContentand Delivery Lack of resources and skills Lacks strategic objectives Does not provide development activities Perception Unable to show impact numerically Undefined support role Lackofsupport Time-consuming process Avoid complications April Heegeman BSAD320 - Decision-Making and Problem Solving: Cause and Effect Analysis Individual Integration of Decision-Making Tools Page 20 Appendix A Cause and Effect Diagram
Individual Integration of Decision-Making Tools Page 21 Appendix B Divergent Thinking 1. Design a program that focuses on the company’s mission, strategy, and values with non- traditional approaches relevant to the organization. 2. Involve employees in the development process through employee surveys and focus interviews. 3. Assemble a team to research other programs that reports regularly. 4. Executive team attends development sessions. 5. A method known as “future perfect” which involves envisioning the future and picturing what the organization’s culture would be like if the organization fully supported leadership development. 6. New way to measure the impact and benefits of the program that is re-visited no less than quarterly. 7. Improve communication across the board and at all levels. Expectations, responsibilities, and strategic goals need to be clearly and positively communicated. 8. Trainers need to be educated on how to effectively develop employees; identify how each person learns; and identify employees’ strengths and developmental needs. 9. Build a culture of leadership into the recruitment and hiring process by recruiting and hiring individuals that fit within the organizations culture of leadership. 10. Expand the current training and development department with experienced professionals.
Individual Integration of Decision-Making Tools Page 22 Appendix C Convergent Thinking 1. Design a modern program that focuses on creating the capability and capacity to deliver on the company’s mission, strategy, and values while using non-traditional approaches that are relevant to the organization. 2. Develop and implement a results-based process to measure the impact and benefits of the program that is re-visited on a quarterly basis to verify that results are achieving objectives.
Individual Integration of Decision-Making Tools Page 23 Appendix D Weighted Matrix Chart Criteria Items to be ranked Focus on Results Weight: 0.4 Management Weight: 0.3 Future Benefits Weight: 0.2 Cost and time Weight: 0.1 Total Score Final Rank Design a modern program 6 × 0.4 = 2.4 8 × 0.3 = 2.4 9 × 0.2 = 1.8 5 × 0.1 = 0.5 7.1 2 Develop and implement results-based process 9
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- Fall '12
- Leadership development, Individual Integration