Describe the process of implementing management and leadership development interventions.
Good day writer,
Please see the attached for the assignment instructions. If anything is needed, please let me know.
-
Screenshot2023-09-16at12.56.07PM.png
-
Screenshot2023-09-16at12.56.15PM.png
-
Screenshot2023-09-16at12.56.21PM.png
-
Screenshot2023-09-16at12.56.57PM.png
-
Screenshot2023-09-16at12.56.40PM1.png
-
Screenshot2023-09-16at12.56.26PM.png
-
Screenshot2023-09-16at12.56.46PM.png
-
Screenshot2023-09-16at12.56.40PM.png
-
Chapter15Powerpoint.pptx
-
Chapter13Powerpoint.pptx
-
Chapter14Powerpoint.pptx
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
15
Talent Management
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Examine and evaluate the coaching and mentoring intervention.
Describe the process of implementing management and leadership development interventions.
Understand how career planning and development interventions improve the individual’s personal competencies and enhance traditional human resource approaches.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
Coaching and Mentoring (1)
Coaching
Coaching involves working with organizational members, typically managers and executives, to help them clarify their goals, address potentially limiting behavioral style issues, and improve their performance
Mentoring
Mentoring involves establishing a relationship between a manager or someone more experienced and another organization member who is less experienced. It is often associated with the mentor intentionally transferring skills and knowledge to the mentee
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Coaching and Mentoring (2)
Goals
Assist in execution of a transition
Address a performance problem
Develop new behavioral skills with leadership development
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Coaching and Mentoring (3)
Application Stages
Establish the principles of the relationship
Conduct an assessment
Coach and client debrief the results
Develop and Implement an action plan
Assess the results
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Development Interventions
Goals
Changing the skills and knowledge of organization members to improve effectiveness and build capabilities
Application Stages
Perform needs assessment ( strategy, organization and individual)
Develop objectives and design the intervention (training)
Deliver the training
Evaluate the training
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Planning and Development Interventions
Career planning is concerned with individuals choosing jobs, occupations, and organizations at each stage of their careers.
Career development involves helping employees attain career objectives.
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Planning Mechanism
Communication regarding career opportunities and resources within the organization
Workshops to assess member interests, abilities, and job situations and to formulate career plans
Career counseling by managers or human resource department personnel
Self-development materials directed toward identifying life and career issues
Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Stages (1)
Establishment (ages 21-26)
What are alternative occupations, firms, and jobs?
What are my interests and capabilities?
How do I get the work accomplished?
Am I performing as expected?
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Stages (2)
Advancement (ages 26-40)
Am I advancing as expected?
What long-term options are available?
How do I become more effective and efficient?
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Stages (3)
Maintenance (ages 40-60)
How do I help others?
Should I reassess and redirect my career?
Withdrawal (age 60 and above)
What are my interests outside of work?
Will I be financially secure?
What retirement options are available to me?
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career and Human Resources Planning
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Development Interventions (1)
Role & Structure Interventions
Realistic job preview
Provides members accurate expectation of work requirements
Job rotation and challenging assignments
Provide interesting work assignments
Consultative roles
Help members fill productive roles later in their career
Phased retirement
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Development Interventions (2)
Individual Employee Development Interventions
Assessment centers
Select and develop members for managerial and technical jobs
Developmental training
Provide education and training opportunities
Performance management
Provide knowledge about career progress and work effectiveness
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Career Development Interventions (3)
Performance Management
Provides knowledge about career progress and work effectiveness
Work Life Balance
Helps members balance work and personal goals
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
image1.jpg
image2.jpg
image3.jpg
image4.png
,
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
13
Work Design
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Describe the engineering approach to work design.
Explore and evaluate the motivational approach to work design.
Discuss and apply the principles of sociotechnical systems work design.
Learn how to design work to meet technical and personal needs.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
Work Design Approaches
Engineering: Traditional Jobs & Groups
High specification and routinization
Low task variety and autonomy
Reengineering
Revolutionary, radical change in work processes
Integrated jobs, tasks and structures
Motivational: Enriched Jobs
High task variety and autonomy
Feedback of results
Sociotechnical: Self-Managing Teams
Control over total task
Multi-skilled, flexible, and self-regulating
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Engineering (Traditional)Approach
Based on Scientific Management
Highly specified behaviors
Narrow range of skills
Low levels of authority and discretion
Highly repetitive
Benefits
Low selection and training costs
High productivity
High levels of control
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Reengineering Approach
Radical and revolutionary redesign of business process to achieve dramatic improvements in performance
Leverages latest developments information technology to enable significant change
Focus on work processes breaks down functional and divisional organization structures and redesign work around task interdependencies
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Reengineering Process
Prepare the organization
Specify the organization’s strategy and objectives
Fundamentally rethink the way work gets done
Identify and analyze core business processes
Define performance objectives
Design new processes
Restructure the organization around the new business processes.
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Reengineered Organizations
Work units change from functional departments to process teams
Jobs change from simple tasks to multidimensional work
People’s roles change from controlled to empowered
The focus of performance measures and compensation shifts from activities to results
Organization structures change from hierarchical to flat
Managers change from supervisors to coaches; executives change from scorekeepers to leaders
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Motivational Approach
Organization effectiveness is a function of member needs and satisfaction
Seeks to improve employee performance and satisfaction by enriching jobs
Provides opportunity for autonomy, responsibility, doing a complete job and performance feedback
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Enriched Jobs Overview
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Core Job Dimensions
Skill Variety – extent to which multiple skills are used
Task Identity – extent to which an individual works on a “whole” task
Task Significance – impact of the work on others
Autonomy – amount of discretion in the work
Feedback from the Work Itself – extent to which work provides information on effectiveness
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Enrichment Application Stages
Perform a thorough diagnosis
Form natural work units
Combine tasks
Establish client relationships
Vertical loading
Opening feedback channels
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Sociotechnical Systems Work Design
Sociotechnical systems (STS) theory is based on two basic ideas:
An organization or work unit is a combined, social-plus-technical system (sociotechnical) that should be “jointly optimized”
The system is open in relation to their environment and must interact with their environments to survive and develop
Self-managed work teams is the most prevalent application of STS
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Sociotechnical Systems Design
Can work system be designed to better fit with the environment?
Can work system be designed to better operate conversion process and control variances?
Can work system be designed to better satisfy members’ needs?
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Model of Self-Managed Work Teams
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Task Design and Development
Whole and interdependent tasks
Common mission and goals
Requisite multi-skills
Task and boundary control
Feedback of results
Minimum specification design
Develop from narrow to broad boundaries for discretion
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Process Interventions
Promoting healthy interpersonal relationships
Coordinating efforts
Weighting member inputs and sharing knowledge
Making good decisions
Confronting and resolving conflicts
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Support Systems
Recruitment and Selection
Training
Evaluation and reward systems
Leadership support
Use of freed-up time
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Self-Managed Work Teams Application Stages
Sanction the design effort
Diagnose the work system
Generate appropriate designs
Specify support systems
Implement and evaluate the work design
Continual change and improvement
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Designing Work for Technical and Personal Needs
Technical Factors
Technical interdependence: the extent to which cooperation among workers is required
Technical Uncertainty: the amount of information processing and decision making among workers necessary to do the work
Personal Need Factors
Social Needs: the desire for significant social relationships
Growth Needs: the desire for personal accomplishment, learning, and development.
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Work Designs That Optimize Technology
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Work Designs that Optimize Personal Needs
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
image1.jpg
image2.jpg
image3.jpg
image4.png
image5.png
image6.png
image7.png
,
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
14
Performance Management
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand the components of a performance management system.
Describe and evaluate the effectiveness of goal setting interventions in organizations.
Understand the application of performance appraisal interventions.
Discuss how reward systems interventions can be applied in organizations.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‹#›
A Performance Management Model
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Effective Goals
Goals are Challenging
Challenging but realistic
Goals are set participatively
Goals are Clear
Goals are specific and operationally defined
Resources for goal achievement are negotiated
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Approaches to Goal Setting
Management by Objectives (MBO)
Facilitates employee development and support
Balanced Scorecard
Goals at different organization levels with clear link to business
Key Performance Indicators (KPI’s)
Establishing goal difficulty and level of participation
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Performance Appraisal Elements
| Elements | Traditional Approaches | High Involvement |
| Purpose | Organization, legal Fragmented | Developmental Integrated |
| Appraiser | Supervisor or manager | Appraisee, co-workers, and others |
| Role of Appraisee | Passive recipient | Active participant |
| Measurement | Subjective Concerned with validity | Objective and subjective |
| Timing | Period, fixed, administratively driven | Dynamic, timely, employee- or work-driven |
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Performance Appraisal Application Stages
Select the appropriate stakeholders
Diagnose the current situation
Establish the system’s purposes and objectives
Design the performance appraisal system
Experiment with implementation
Evaluate and monitor the system
‹#›
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Reward System Design Features (1)
| DESIGN FEATURE | DEFINITION |
| Person/Job Based vs. Performance Based | The extent to which rewards are based on the person, the job or the outcomes of the work |
| Market Position | The relationship between what an organization pays and what other organizations pay (External Equity) |
| Internal Equity | The extent to which people doing similar work within and organization are rewarded the same |
| Hierarchy | The extent to which people in higher positions get more and varied rewards |
| Centralization | The extent to which reward system design, decisions and administration are standardized |
| Rewards Mix | The extent to which different types of rewards are available and offered to people |
