Chapter 11Traditional Employee and Management Development Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Employee Development Responsibilities OrganizationClimate for development Resources and supportHR unitCreation and maintenance of emp. development systems: HRIS Training process systems (needs analysis, etc.)SupervisorPerformance feedback Special assignments OJT, Coach Motivating employee to developEmployeeMotivated to be effective performer Ask for feedback and be open to areas of improvement Take on new work and request stretch assignments Make it known that development is desired Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Mintzberg’s Managerial Roles Formal Authority & Status Interpersonal Roles Informational Roles Decisional Roles Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Interpersonal Roles Roles ActivitiesFigurehead Meets obligatory, social, and political duties (e.g. social functions, meeting with politicians, buyers, or suppliers)LeaderMaintains, develops, and motivates the human resources necessary to meet the needs of the unit Liaison Networks with individuals outside the unit to acquire information and actions to benefit the unit Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Informational Roles Roles ActivitiesMonitor Searches for and acquires information about the unit and its environmentDisseminator Distributes information to others within or outside the unitSpokesperson Official voice of the unit regarding plans, values, activities, and image of the unit Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Decisional Roles Roles ActivitiesEntrepreneur Manages unit to take advantage of opportunities or meet threatsDisturbance handler Manages the concerns of the unit. (e.g., a wildcat strike, loss of a major customer) Resource allocator Integrates and authorizes activities and resource utilization Negotiator Bargains to acquire the resources to meet the needs of the unit Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Strategy, Technology, and StructureMarket Leader Cost Leader Technology Non Routine Routine Structure- Design Organic Mechanistic Structure- Decision Making Decentralized Centralized Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Interpersonal Roles and Characteristics That Matter Knowledge and SkillsTraitsRole ConceptualTechnical InterpersonalPersonal FigureheadYesYes Leader YesYesYes LiaisonYesYesYes Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Informational Roles and Characteristics That Matter Knowledge and SkillsTraitsRole ConceptualTechnical Inter-personalPersonalMonitor YesYesYesDisseminator YesYesYesSpokesperson YesYesYesMaybe Copyright © 2013 Pearson Education, ...

1. Chapter 11Traditional
Employee and Management Development
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Employee Development Responsibilities OrganizationClimate
for development
Resources and supportHR unitCreation and maintenance of emp.
development systems:
HRIS
Training process systems (needs analysis,
etc.)SupervisorPerformance feedback
Special assignments
OJT, Coach
Motivating employee to developEmployeeMotivated to be
effective performer
Ask for feedback and be open to areas of improvement
Take on new work and request stretch assignments
Make it known that development is desired
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Mintzberg’s Managerial Roles
Formal Authority & Status
Interpersonal Roles

2. Informational Roles
Decisional Roles
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Interpersonal Roles Roles ActivitiesFigurehead Meets
obligatory, social, and political duties (e.g. social functions,
meeting with politicians, buyers, or suppliers)LeaderMaintains,
develops, and motivates the human resources necessary to meet
the needs of the unit Liaison Networks with individuals outside
the unit to acquire information and actions to benefit the unit
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Informational Roles Roles ActivitiesMonitor Searches for and
acquires information about the unit and its
environmentDisseminator Distributes information to others
within or outside the unitSpokesperson Official voice of the unit
regarding plans, values, activities, and image of the unit
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Decisional Roles Roles ActivitiesEntrepreneur Manages unit to
take advantage of opportunities or meet threatsDisturbance
handler Manages the concerns of the unit. (e.g., a wildcat
strike, loss of a major customer) Resource allocator Integrates
and authorizes activities and resource utilization Negotiator
Bargains to acquire the resources to meet the needs of the unit

3. Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Strategy, Technology, and StructureMarket Leader Cost Leader
Technology Non Routine Routine Structure- Design Organic
Mechanistic Structure- Decision Making Decentralized
Centralized
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Interpersonal Roles and Characteristics That Matter
Knowledge and SkillsTraitsRole ConceptualTechnical
InterpersonalPersonal FigureheadYesYes Leader
YesYesYes LiaisonYesYesYes
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Informational Roles and Characteristics That Matter
Knowledge and SkillsTraitsRole ConceptualTechnical Inter-
personalPersonalMonitor YesYesYesDisseminator
YesYesYesSpokesperson YesYesYesMaybe
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Decisional Roles and
Characteristics That Matter Knowledge and
SkillsTraitsRole ConceptualTechnical Inter-
personalPersonalEntrepreneur YesYesYesYesDisturbance
handler YesYesYesYesResource allocator
YesYesYesYesNegotiator YesYesYes
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall

4. Managerial Skills and StrategySkillsMarket Leader Cost Leader
Technical More sophisticated and nonroutine Less sophisticated
and routine Interpersonal HigherLower Conceptual
HigherLower
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Managerial Traits & StrategyTraits Market Leader Cost Leader
Drive HighHighFlexibility HigherLowerLeader motive
HighHigh
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Management Styles & StrategyStyleMarket Leader Cost Leader
ParticipativeHigherLowerSupportive No differenceNo
differenceAchieve-ment HigherLowerDirective LowerHigher
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Sources of Management Development
Externally based
Executive Education
Consulting firms
Internal
Corporate University
Special Assignments
Rotation
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Strategies for Execs and Future Execs

5. Mentoring
Coaching
Executive Development programs
Executive MBAs
Action Learning (special projects)
Rotation
Team Building
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
Week 6 Discussion 1 TemplateChoosing a Manager
Do you think a team will be happy with a manager who shares a
good rapport with the team members but is unable to help them
during crunch situations? Or will a team be better off with a
manager who does not mix well with people but is always able
to help the team members? Consider a third situation in which
the manager shares a good rapport with the team members and
is also able to help solve their problems. Obviously, the third
situation is a win-win situation.
To achieve a win-win situation, a manager must be able to fuse
the business strategy with technology, the organizational
structure, and available resources. To do so, the three basic
required skill sets for a manager are interpersonal skills,
technical skills, and conceptual skills. These three skill sets
allow a manager to make spur-of-the-moment decisions, soothe
disturbances among team members, and disseminate
information, wherever required, to ease the workload.
Scenario: You have to hire a manager to supervise the call
center in your organization. There are two candidates vying for
the position. One has strong interpersonal skills; the other has
strong technical and project management skills.
Postby Day 3 a substantive response of approximately 200–250

6. words that is an analysis of the hiring scenario, including
addressing the following:
· Which of these skills is more important?
· For the selected candidate, what type of management
development program would you use to strengthen the area of
improvement?
· Justify your responses.
Be sure to support your work with specific citations from the
Learning Resources and any additional sources.
Below are three UNRELATED EXAMPLES of how to cite
within a paragraph in APA format. You need to cite resources in
your Assignment to support and justify your thinking:
Haag and Cummings (2003) base their information on their
experience and concepts of IT at the time, and...
The authors base their information on their experience and
concepts of IT at the time, and... (Haag & Cummings, 2003).
The authors base their information on their experience and
concepts of IT at the time. They stated that “…IT is the most
important aspect that needs attention by upper management”
(Haag & Cummings, 2003, p. 89).
Now, draft your response of at least 200–250 words below:
After you have finished addressing all elements of the
Discussion prompt, do not forget to include your references in
APA format. You will need to write the references to any
resources that you cite in your Discussion Response. Below are
examples of references, including your course text. When
complete, please copy and paste your response in the
appropriate thread in the Discussion Forum.

7. References
Blanchard, P. N., & Thacker, J. W. (2013). Effective training:
Systems, strategies, and practices (5th ed.). Upper Saddle River,
NJ: Pearson Prentice-Hall.
Below are UNRELATED REFERENCES from a journal, a
newspaper, and website. These references are only intended to
illustrate correct APA formatting:
Ismail, A., Mohamad, M. H., Mohamed, H. A.-B., Rafiuddin, N.
M., & Zhen, K. W. P. (2010). Transformational and
transactional leadership styles as a predictor of individual
outcomes. Theoretical and AppliedEconomics, 17(6), 89–104.
Porter, E. (2014, May 13). The politics of income inequality.
The New York Times. Retrieved from
http://www.nytimes.com/2014/05/14/business/economy/the-
politics-of-income-
inequality.html?module=Search&mabReward=relbias%3Ar%2C
%7B%222%22%3A%22RI%3A18%22%7D
Walmart. (n.d.). Our business. Retrieved from
http://corporate.walmart.com/our-story/our-business/
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