1. Management and Career Development
Chapter Twelve
Management and Career Development

2. Learning Objectives
Discuss the organizational considerations that underlie the planning of effective development programs
Describe the employee needs that must be considered when planning the development program
List several factors that influence the success of a management development program
Describe on-the-job and off-the-job methods for managerial and supervisory development

3. Learning Objectives (cont’d)
Indicate specific objectives of career development programs for non-supervisors, women, minorities, older workers, and the disabled
Define “managing diversity”
Outline the steps in evaluating management and career development programs

4. Management and career development programs
Represent efforts to increase the organization’s present and future ability to meet its goals by providing educational and developmental experiences for managers and all employees above and beyond the immediate technical requirements of their jobs.
These programs are particularly important in today’s rapidly changing business world.
1. Formal programs that prepare employees for managerial positions are needed to ensure a continuous supply of capable managers. This need is exacerbated by the millions of baby boomers who will retire in the next five to ten years.
2. Aside from competence in their own areas of specialization, managers must know how to handle new assignments and meet the complex demands of modern organizations

5. Planning Effective Development Programs
Five common themes underlie many of the training needs in today’s organizations.
1. Managerial careers are in a state of flux as new jobs are opening up and older jobs are disappearing.
2. People want to know about their own jobs, about other jobs in their organization, and about the organization as a whole.
3. As more emphasis is placed on teams and teamwork, supervisors and managers need additional skills in interpersonal communications, group decision making, and chairing meetings.
5. Basic skills (for example, mathematics and grammar) should not be overlooked.
6. Career transitions often represent ideal training opportunities.

6. Human resources staff members (and other managers) play important roles in the management and career development process.
Typically, HR participate in the following activities.
a. Determining management and career development needs
b. Recommending programs
c. Developing seminars and teaching aids
d. Scheduling classes
e. Obtaining feedback on program effectiveness
f. Serving as trainers or conference leaders
g. Providing information to employees about the organization’s training policies and external training opportunities

7. Developing Managerial and Supervisory Abilities
On-the-Job Training Methods
Rotations and Transfers
Understudy Assignments
Two Forms of Coaching
Mentoring
Off-the-Job Training Methods
Seminars and Lectures
Laboratory Training
T-Groups
Behavioral Modeling
In-Basket Training
Outdoor-Based and Wilderness Programs

8. Coaching
Informal coaching involves question-and-answer discussion sessions between a superior and subordinate or between peers; it focuses on the usefulness and application within the company of various managerial and supervisory techniques.
b. Formal coaching involves periodic scheduled meetings between higher‑ and lower‑level managers to discuss various problems and possible solutions.

9. Rotation and transfer
Based on an analysis of career paths give managers experience in different areas of the firm and so prepare them for additional responsibilities.

10. Understudy Assignments
Allow an inexperienced manager to work for a more experienced one and can be effective if the higher-level manager is willing and able to share knowledge and experience

11. Mentors
Or trusted counselors and teachers, can play the role of sponsor, teacher, devil’s advocate, and coach. Group mentoring is on the rise since it provides the opportunity for members to coach each other.

12. Off‑the‑job training methods can be used in‑house or by outside firms that specialize in training
Seminars and lectures can be used to impart basic knowledge before moving on to other methods or in conjunction with other methods Outdoor-based programs and wilderness programs aim to increase self‑confidence, risk taking, and teamwork

13. Laboratory training, includes experience‑based workshops that generally emphasize interaction between trainers and trainees
Computer‑simulation models simulate various business situations requiring a decision and provide feedback on the trainee’s decisions.
b. Gaming simulations, or management games, are exercises in which participants are given background information, instructions about rules and conditions, and roles to play.
c. Case studies provide trainees with written or videotaped descriptions of decision‑making situations.
d. Role playing is appropriate for problems and decisions concerning human relations.

14. T-Groups
Are small groups involved in sessions of sensitivity training, which allow participants to become more aware of their own feelings and perceptions and of the feelings and reactions of others.

15. Behavioral modeling
Presents participants with a particular behavior and allows them to practice the behavior through role playing, emphasizing positive reinforcement for appropriate behavior

16. In‑basket training
In which trainees are given various letters and memos to respond to, teaches time management as to which decisions should be made quickly

17. Developing Employee Potential: Special Cases
Professional-Technical Employees
Women
Minorities
Older Workers
The Disabled
Managing Diversity - offering programs that feature cultural appreciation and awareness
Employee Counseling

18. Evaluating Career Development Programs
Management training tends to be an ongoing process, thereby involving a number of specific training programs over time. These problems compound the difficulties of evaluation.
Feedback from participants and their supervisors about the usefulness of specific elements of a program is one of the most critical element of the evaluation process.

19. Key Terms Management and career development Understudy assignments
Coaching
Mentor
Laboratory training
Computer simulation model
Gaming simulation
Management game
Case studies
Role playing
T-group
Emotional intelligence
Behavioral modeling
In-basket training
Outdoor-based programs
Wilderness programs
Employee assistance programs