This document discusses succession planning and mentoring in the context of the federal civil service in Nigeria. It defines succession planning and outlines its organizational roots and consequences of unplanned succession. A succession planning process is described involving defining objectives, analyzing internal/external conditions, setting subunit objectives, and implementing/monitoring the plan. Mentoring is defined as providing structured support for a mentee's development and its relationship to succession planning is discussed. The document outlines phases of mentoring and its benefits for both mentees and mentors. It concludes that succession planning is a rational process that should be planned to avoid negative consequences, and mentoring can effectively support mentees' development.
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This presentation discusses career planning and development. It outlines that career planning enhances an employee's future value and career development helps employees achieve career objectives. Organizations are relying more on intellectual capital and must rethink how they manage careers and develop human capital. There are four stages of career development: establishment, advancement, maintenance, and withdrawal. Each stage involves different focuses, challenges, and goals for employees as they progress through their careers.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
The document discusses different types of organizational structures. It describes functional, divisional, matrix, flat and pre-bureaucratic structures. For each structure, it provides details on how tasks and teams are organized, including advantages and disadvantages of each structure type. It also discusses principles of organization charts and their importance in defining relationships and responsibilities within an organization.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
Training Slides of Competency gaps for Professional Development discussing the importance of Performance.
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The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
This document discusses directing as a management function. It defines directing as providing guidance to workers to encourage effective and efficient work. Directing is considered the central function of management and is required at all levels. It initiates action and helps integrate employee efforts. Managers use tools like leadership, communication, supervision and motivation to provide direction. Providing clear direction helps ensure goals are met, efforts are coordinated, changes are adapted to, and resources are utilized efficiently. Effective direction provides benefits like initiating actions, integrating employee efforts, providing motivation, and bringing stability to an organization.
This document provides an overview of management, leadership, and organizational structures. It defines management as achieving organizational objectives through people and resources. There are three levels of management: top management focuses on strategic planning, middle management develops implementation plans, and supervisory management motivates employees. Effective management requires technical, human, and conceptual skills. The four managerial functions are planning, organizing, directing, and controlling. Leadership involves influencing others to achieve goals and can take autocratic, democratic, or free-rein styles. Organizational structures include line, line-and-staff, committee, and matrix configurations.
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This presentation discusses career planning and development. It outlines that career planning enhances an employee's future value and career development helps employees achieve career objectives. Organizations are relying more on intellectual capital and must rethink how they manage careers and develop human capital. There are four stages of career development: establishment, advancement, maintenance, and withdrawal. Each stage involves different focuses, challenges, and goals for employees as they progress through their careers.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
The document discusses different types of organizational structures. It describes functional, divisional, matrix, flat and pre-bureaucratic structures. For each structure, it provides details on how tasks and teams are organized, including advantages and disadvantages of each structure type. It also discusses principles of organization charts and their importance in defining relationships and responsibilities within an organization.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
Training Slides of Competency gaps for Professional Development discussing the importance of Performance.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The adaptability competency refers to maintaining effectiveness during major changes in work tasks or environment. Key actions include understanding changes, approaching change positively, and adjusting behavior quickly. Sample activities are adapting to changes in policies, procedures, working with diverse groups, culture change efforts, and changing work assignments.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
This document discusses directing as a management function. It defines directing as providing guidance to workers to encourage effective and efficient work. Directing is considered the central function of management and is required at all levels. It initiates action and helps integrate employee efforts. Managers use tools like leadership, communication, supervision and motivation to provide direction. Providing clear direction helps ensure goals are met, efforts are coordinated, changes are adapted to, and resources are utilized efficiently. Effective direction provides benefits like initiating actions, integrating employee efforts, providing motivation, and bringing stability to an organization.
This document provides an overview of management, leadership, and organizational structures. It defines management as achieving organizational objectives through people and resources. There are three levels of management: top management focuses on strategic planning, middle management develops implementation plans, and supervisory management motivates employees. Effective management requires technical, human, and conceptual skills. The four managerial functions are planning, organizing, directing, and controlling. Leadership involves influencing others to achieve goals and can take autocratic, democratic, or free-rein styles. Organizational structures include line, line-and-staff, committee, and matrix configurations.
EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS
1. Assessing Training Needs of an Organization
2. Types of Employee Training Programs
3. New Hire Orientation: Importance of Training Design & Content
4. Methods for Training Employees: Mentoring, On-The-Job & Job Rotation
5. Designing Training and Developing Programs for Faculty and Staff
6. What Is Career Management and Development? - Definition and Purpose
7. Career Stages: Establishment, Advancement, Maintenance & Withdrawal
8. Common Methods of Employee Discipline
what is career?, Career Planning, features of Career Planning, Need of Career planning, career stages by Douglas T. Hall, Organizational career planning by P. Subba Rao, Succession planning, Career Development and Elements of career development.
Research work of Training Needs IdentificationNeha pathak
Training Needs Identification with the help of competency mapping of the executives. Also prioritizing the training needs so training can be imparted properly.
As businesses strive to increase competiveness in the new world economy, management can’t afford to waste their budget on one-size-fits-all packages. Training that’s poorly suited to learners’ needs falls flat. Competency-based training, in contrast, leverages existing skills, provides custom training for learners on the job and comes far closer to alignment with corporate goals. In this article, learn how you can renovate your workforce with training that zeros in on employee roles, areas of expertise and functional competencies.
The document discusses the key elements of directing including supervision, motivation, leadership, and communication. It describes concepts like Maslow's hierarchy of needs and different leadership styles such as autocratic, democratic, and laissez-faire. Barriers to effective communication are also covered along with ways to overcome them to ensure proper information flow within an organization.
SUBJECT : EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION
SCHOOL TERM : 3rd Semester, AY 2019-2020
PROFESSOR : Dr. Ladislao Marcelo
PhD STUDENT : Dr. Rosemarie S. Guirre
ASSIGNMENT/ACT: #1
***********************************************************
1. On evolution, what makes Personnel Management (PM), Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) different?
2. Which one will you suggest to your personnel managers as the head on an organization?
Human Resource Planning, Job analysis and design
Meaning
Process of Job Analysis
Methods of collecting job analysis data
Job Description and Job Specification
Role Analysis.
Human Resource Planning
Objectives
Importance and process of Human Resource Planning
Effective HRP
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
The document provides definitions for various human resource management terms. Some key terms defined include:
- Performance appraisal - The process of reviewing employee performance, setting objectives, and documenting reviews.
- Attrition - The reduction in staff through natural means like retirement or resignation.
- Compensation - Methods and practices used to attract, motivate, and reward employees through wages and benefits.
- Competency - The knowledge, skills, and abilities needed to perform a job effectively.
- Constructive dismissal - When an employee resigns due to an employer's unfair actions amounting to a breach of contract.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
The document discusses career planning, development, and strategies. It states that career planning involves self-evaluation and goal-setting to develop a career path. Career development refers to managing one's career through activities like training, moving roles, or starting a business. Effective career planning and development are important for professional and personal growth by helping individuals focus on goals, explore options, continuously learn, and progress in their careers. Strategies for career development can include training programs provided by companies or independent efforts like skill assessments undertaken by individuals.
Human Resource Management
Introduction
Meaning
Nature
Scope
Major functions of HRM
Models of HRM
Importance and Evolution of the concept of HRM
HRM Vs. Personnel Management
Role of HR Manager
Skills and competencies of HR professionals
HRM’s evolving role in the 21st century
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
This document discusses career and succession planning. It defines career as a sequence of employment positions over a person's lifetime. Career planning is the process of selecting career goals and paths to achieve them. Succession planning ensures leadership continuity and that employees are developed to fill key roles when current employees depart. The document outlines the need for, features, processes, advantages and challenges of both career planning for individuals and organizations, as well as succession planning through identifying critical positions, conducting position analyses, developing succession plans, and monitoring/evaluating plans.
Sintrel P. Dass is a senior human resources professional with over 20 years of experience in the federal government. He has expertise in areas such as human resources management, training and development, organizational development, and project management. Currently he is seeking a new opportunity to apply his skills and experience supporting human resources initiatives.
FIRST EVER CERTIFICATION COURSE IN 12 WEEKSMichael Egbune
Introducing for the first ever certification course that gives someone the skills and knowledge to become a successful dating coach in 12 weeks. As an affiliate, you will earn 50% commission of the font end of a high-ticket program. We are open to new students and give you a proven funnel to send your leads through. This product is for both men and women. The coaches who started it all have been on top of the dating world for decades... Adam Lyons and Adam Gilad will serve your leads right and give you the reward you deserve.
Organisational Direction : Planning processMidul Kasim
The document discusses key concepts related to organizational goals, mission, and strategic planning. It provides definitions and examples of mission statements from different organizations. It also discusses how objectives should be SMART (Specific, Measurable, Achievable, Realistic, and Time-bound). Additionally, it covers quantitative and qualitative objectives, as well as different levels of objectives from corporate to individual. Finally, it discusses dealing with conflicts between objectives and considering stakeholder interests in strategic planning.
Developmental activities like multisource feedback, developmental assessment centers, developmental assignments, and job rotation programs can help facilitate skills and supplement coaching. Multisource feedback involves collecting feedback from subordinates, peers, superiors to assess strengths and development areas. Developmental assessment centers use more intensive measurement over time to provide a comprehensive understanding of behaviors, skills, motives, and potential. Developmental assignments temporarily move managers to new projects, tasks forces, or organizations to build skills like interpersonal abilities and strategic competencies. Job rotation programs involve periodically moving managers between different subunits for 6 months to 3 years to learn new technical and process knowledge across an organization. However, biases and costs must be considered when implementing these developmental activities.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS
1. Assessing Training Needs of an Organization
2. Types of Employee Training Programs
3. New Hire Orientation: Importance of Training Design & Content
4. Methods for Training Employees: Mentoring, On-The-Job & Job Rotation
5. Designing Training and Developing Programs for Faculty and Staff
6. What Is Career Management and Development? - Definition and Purpose
7. Career Stages: Establishment, Advancement, Maintenance & Withdrawal
8. Common Methods of Employee Discipline
what is career?, Career Planning, features of Career Planning, Need of Career planning, career stages by Douglas T. Hall, Organizational career planning by P. Subba Rao, Succession planning, Career Development and Elements of career development.
Research work of Training Needs IdentificationNeha pathak
Training Needs Identification with the help of competency mapping of the executives. Also prioritizing the training needs so training can be imparted properly.
As businesses strive to increase competiveness in the new world economy, management can’t afford to waste their budget on one-size-fits-all packages. Training that’s poorly suited to learners’ needs falls flat. Competency-based training, in contrast, leverages existing skills, provides custom training for learners on the job and comes far closer to alignment with corporate goals. In this article, learn how you can renovate your workforce with training that zeros in on employee roles, areas of expertise and functional competencies.
The document discusses the key elements of directing including supervision, motivation, leadership, and communication. It describes concepts like Maslow's hierarchy of needs and different leadership styles such as autocratic, democratic, and laissez-faire. Barriers to effective communication are also covered along with ways to overcome them to ensure proper information flow within an organization.
SUBJECT : EDUC 210 PERSONNEL MANAGEMENT IN EDUCATION
SCHOOL TERM : 3rd Semester, AY 2019-2020
PROFESSOR : Dr. Ladislao Marcelo
PhD STUDENT : Dr. Rosemarie S. Guirre
ASSIGNMENT/ACT: #1
***********************************************************
1. On evolution, what makes Personnel Management (PM), Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) different?
2. Which one will you suggest to your personnel managers as the head on an organization?
Human Resource Planning, Job analysis and design
Meaning
Process of Job Analysis
Methods of collecting job analysis data
Job Description and Job Specification
Role Analysis.
Human Resource Planning
Objectives
Importance and process of Human Resource Planning
Effective HRP
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
The document provides definitions for various human resource management terms. Some key terms defined include:
- Performance appraisal - The process of reviewing employee performance, setting objectives, and documenting reviews.
- Attrition - The reduction in staff through natural means like retirement or resignation.
- Compensation - Methods and practices used to attract, motivate, and reward employees through wages and benefits.
- Competency - The knowledge, skills, and abilities needed to perform a job effectively.
- Constructive dismissal - When an employee resigns due to an employer's unfair actions amounting to a breach of contract.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
The document discusses career planning, development, and strategies. It states that career planning involves self-evaluation and goal-setting to develop a career path. Career development refers to managing one's career through activities like training, moving roles, or starting a business. Effective career planning and development are important for professional and personal growth by helping individuals focus on goals, explore options, continuously learn, and progress in their careers. Strategies for career development can include training programs provided by companies or independent efforts like skill assessments undertaken by individuals.
Human Resource Management
Introduction
Meaning
Nature
Scope
Major functions of HRM
Models of HRM
Importance and Evolution of the concept of HRM
HRM Vs. Personnel Management
Role of HR Manager
Skills and competencies of HR professionals
HRM’s evolving role in the 21st century
Books referred - P. Subba Rao (Personnel & Human Resource Managment) & K. Ashwathappa (Human Resource Management)
This document discusses career and succession planning. It defines career as a sequence of employment positions over a person's lifetime. Career planning is the process of selecting career goals and paths to achieve them. Succession planning ensures leadership continuity and that employees are developed to fill key roles when current employees depart. The document outlines the need for, features, processes, advantages and challenges of both career planning for individuals and organizations, as well as succession planning through identifying critical positions, conducting position analyses, developing succession plans, and monitoring/evaluating plans.
Sintrel P. Dass is a senior human resources professional with over 20 years of experience in the federal government. He has expertise in areas such as human resources management, training and development, organizational development, and project management. Currently he is seeking a new opportunity to apply his skills and experience supporting human resources initiatives.
FIRST EVER CERTIFICATION COURSE IN 12 WEEKSMichael Egbune
Introducing for the first ever certification course that gives someone the skills and knowledge to become a successful dating coach in 12 weeks. As an affiliate, you will earn 50% commission of the font end of a high-ticket program. We are open to new students and give you a proven funnel to send your leads through. This product is for both men and women. The coaches who started it all have been on top of the dating world for decades... Adam Lyons and Adam Gilad will serve your leads right and give you the reward you deserve.
Organisational Direction : Planning processMidul Kasim
The document discusses key concepts related to organizational goals, mission, and strategic planning. It provides definitions and examples of mission statements from different organizations. It also discusses how objectives should be SMART (Specific, Measurable, Achievable, Realistic, and Time-bound). Additionally, it covers quantitative and qualitative objectives, as well as different levels of objectives from corporate to individual. Finally, it discusses dealing with conflicts between objectives and considering stakeholder interests in strategic planning.
Developmental activities like multisource feedback, developmental assessment centers, developmental assignments, and job rotation programs can help facilitate skills and supplement coaching. Multisource feedback involves collecting feedback from subordinates, peers, superiors to assess strengths and development areas. Developmental assessment centers use more intensive measurement over time to provide a comprehensive understanding of behaviors, skills, motives, and potential. Developmental assignments temporarily move managers to new projects, tasks forces, or organizations to build skills like interpersonal abilities and strategic competencies. Job rotation programs involve periodically moving managers between different subunits for 6 months to 3 years to learn new technical and process knowledge across an organization. However, biases and costs must be considered when implementing these developmental activities.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
This document discusses various topics related to fundamental managerial skills for entrepreneurs, including:
1. The relationship between organizational change and development, and the different levels of change managers may face.
2. Factors that affect decentralization within an organization.
3. Forces that drive change both within and outside an organization.
4. Ways to overcome people's resistance to change, including communication and training.
5. Using organizational development as a way to plan and implement change.
This document discusses various fundamental managerial skills for entrepreneurs, including organizational change and development, levels of change within organizations and overcoming resistance, decentralization, forces of change, delegation, types of organizational structures, job analysis and other human resource concepts. It provides explanations of key terms and comparisons of different approaches.
Memphis Business Journal.Successfully Acclimating New Employees To The Workpl...Barbara Richman, SPHR
The document discusses the importance of orientation and onboarding programs for new employees. It notes that these programs are designed to introduce employees to the organization and positively influence their perceptions. While orientation typically lasts a few hours to weeks, onboarding aims to comprehensively assimilate employees over 3 months to 2 years. The key is examining ways to gain employee commitment, engagement, productivity and retention. The document then provides questions for organizations to consider in developing effective orientation and onboarding programs, such as creating a welcoming environment, communicating expectations, tailoring information to different employee groups, fostering understanding of job roles, and providing regular feedback and exposure to role models.
The document discusses planning and organization in management. It defines planning as determining goals and objectives for the future and deciding how to achieve them. Organization involves structuring roles and responsibilities within a company to coordinate efforts toward goals. There are different types of plans like short, long, and standing term plans. Organization structures can be formal or informal and involve grouping activities into departments, delegating authority, and coordinating efforts. Formal structures specify roles and reporting relationships while informal structures arise spontaneously from personal relationships.
Explains and gains the support of employees for management policies and goals...intel-writers.com
Here are several approaches that can be employed:
Transparent Communication: Open and transparent communication is crucial to ensure employees understand the rationale behind management policies and goals. Leaders should clearly articulate the purpose, objectives, and expected outcomes of the policies and goals. Providing context and explaining how these initiatives align with the organization’s overall strategy can help employees see the bigger picture.
Two-Way Communication: It is important to establish a two-way communication channel where employees have the opportunity to express their opinions, concerns, and suggestions. This can be done through regular team meetings, town hall sessions, suggestion boxes, or digital platforms for feedback and dialogue. Actively listening to employee perspectives fosters a sense of inclusion and helps management consider different viewpoints.
Employee Involvement: Involving employees in decision-making processes related to policies and goals can enhance their understanding and commitment. This can be achieved through cross-functional teams, task forces, or committees that allow employees to provide input and contribute to the formulation of policies and goals. When employees feel valued and included in the decision-making process, they are more likely to support and align with management initiatives.
Clear Goal Alignment: It is essential to establish a clear line of sight between individual goals and the organization’s overarching objectives. Employees should understand how their work contributes to the achievement of management goals. This can be done through regular performance discussions, goal-setting exercises, and performance feedback sessions. When employees see the direct impact of their contributions on organizational success, they are more likely to support management policies and goals.
Continuous Communication: Management should ensure that communication regarding policies and goals is ongoing and consistent. One-time communication efforts may lead to information gaps or misunderstandings. Regular updates, progress reports, and reminders help reinforce the importance of policies and goals and maintain employee support over time.
Strategic planning is an organization's process to define its strategy and direction. It deals with questions like what the organization does, for whom, and how it excels. The key components are vision, mission, values, and strategy. Vision outlines the organization's ideal future state. Mission defines the organization's fundamental purpose. Values are shared beliefs that drive culture and priorities. Strategy is the combination of goals and policies to achieve the vision. There are three main types of plans in organizations: operational plans define department and individual goals, tactical plans support strategic plans on a shorter time frame, and strategic plans outline steps for the entire organization's goals over multiple years.
The case discusses improvements to safety management at Oneida Silversmiths. Oneida adopted an organizational approach to safety that included establishing safety committees, conducting risk assessments, implementing training programs, and tracking safety metrics. This systematic approach led to significant reductions in injuries, from 7.3 injuries per 100 workers to 1, and reductions in lost time incidents from 137 to fewer than 50 per year. The improved safety management contributed to higher efficiency, lower costs from fewer accidents, and an improved public image for Oneida.
This document provides an overview of organizational behaviour concepts including:
- Definitions of organizational behaviour from Luthans and Robbins focusing on human behavior in organizations.
- The objectives, key elements, nature, and scope of organizational behaviour which includes understanding, predicting, and influencing human behavior in organizations.
- Models of organizational behaviour including custodial, autocratic, supportive, and collegial models and their characteristics.
- An introduction to organizing concepts such as the organizing process, formal and informal organization, organizational charts, departmentation strategies, authority and its relationship to responsibility.
This document discusses the concepts of delegation and empowerment in management. It begins with defining delegation as assigning specific work to individuals within an organization and giving them the authority to perform it. The document then outlines the 8-step process of delegation, highlighting selecting capable staff, providing guidance and training, and assessing communication patterns. It describes the importance of delegation in relieving managers' workloads, motivating subordinates, improving efficiency, and developing management skills. Finally, it distinguishes delegation from empowerment by noting that empowerment provides more authority and autonomy to employees to act on their own behalf within organizational values and accountability frameworks.
The document discusses managing employee careers and career development, noting that while organizations used to be responsible for career development, increasing workplace dynamics have shifted responsibility to employees. It provides an overview of organizational responsibilities in career development, such as communicating goals and creating growth opportunities, and examines perspectives on career development from the individual and organizational viewpoints.
This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
This document provides an overview of career management topics, including:
- Defining career and career planning as an ongoing process to set goals.
- Describing common career paths like traditional, network, and dual-career paths.
- Explaining that career development involves acquiring skills for current and future jobs through company policies and experiences.
- Discussing methods for career planning like performance reviews, workshops, and personal development plans.
- Identifying challenges to career development like defining responsibilities, balancing emphasis, and meeting needs of diverse workers.
- Outlining common career-impacted life stages from growth to exploration to establishment.
This document discusses key management concepts related to directing, controlling, leadership, motivation, communication, and coordination. It provides definitions and descriptions of:
- Leadership styles including autocratic, democratic, and free rein approaches.
- Motivation theories such as expectancy theory and Maslow's hierarchy of needs.
- The importance of communication and coordination in management.
- The process of controlling including setting standards, measuring performance, and taking corrective action.
Organizations need to have a pool of managerial talent to take on jo.pdfrajeshjangid1865
Organizations need to have a pool of managerial talent to take on jobs from senior managers and
new management jobs that may be created. One way is to hire from outside, another way is to
\"grow your own manager talent pool\" from within.
Create a 700 to 1050 word recommendation that describes how you will grow the manager talent
pool at your organization.
How will you select candidates for your manager development program? For example: select
from existing staff or hire them in? How would you assess their potential so you know who to
pick? For example: interviews, tests. What might you need to do so that you consider all
potential candidates and do not unfairly discrimminate?
How would you develop these candidates and over what time period? What different
jobs/experiences should they have so that at the end of say 2-3 years they are ready for a
management slot? What formal training might they need?
So after all the training and job experience, how will you assess who is ready to move up to the
position of manager? Again, consider how you would make sure you individuals are chosen
fairly and objectively.
What support should be provided to new managers to ensure their success?
Solution
It is clear that there is need for consideration of the managerial talent which is an entire role and
responsibility of the HR management in the context of ensuring an organization retains its
employees and ensuring effectiveness through competition which is an organization strategy to
effectively compete in the market.
.
Selecting candidates for a managerial development program
The main consideration that in selecting various candidates existing in the organization for the
managerial development programs includes;
The process will involve internal selection in the context that the process is less costly as
compared with external hiring where the process is costly due to lack of experience based on our
organizational operations which will require more resources to integrate employees with our
organizational operations. In this regards, to this angle the main assessment considerations will
be based on;
Past performance of potential candidate for the managerial development program in the context
that the candidate should be among the top performers in the organization operations. This is in
regards that if the current performance of an employee is poor this has great prediction for the
future managerial position.
The potential of the candidate which will be based on considerations such as current performance
by the employee, lateral potential in that an employee is able to move into other positions at the
same level, potential of an employee to supervise and relate with other employees and high
potential based on that the employee can be promoted to the managerial position within 1 year or
making multiple move upwards in the next couple of years.
There will also be consideration of the requisite knowledge and ability through clearly outlining
the knowledge and ski.
The document discusses establishing a reverse mentoring program within an organization. It provides methodology for setting up a successful reverse mentoring program, including developing a structured program, making it a priority, screening members, providing training, and soliciting feedback. It also discusses qualities needed for successful mentors and mentees, as well as benefits and limitations of reverse mentoring programs.
This document discusses succession planning and mentoring in the context of the federal civil service in Nigeria. It defines succession planning and outlines its organizational roots and consequences of unplanned succession. A succession planning process is described involving defining objectives, analyzing internal/external conditions, setting unit objectives, developing policies/procedures, and implementing/monitoring the plan. Mentoring is defined as providing structured support for a mentee's development and its relationship to succession planning is discussed. The typical phases of mentoring and its benefits are also outlined.
The document is a photo album for a 20th anniversary celebration. It contains group photos from the event to commemorate 20 years of the organization. The photos were taken on December 16, 2009 at the anniversary event.
ERNWACA/ROCARE celebrated its 20th anniversary on December 14, 2009. The organization marked the occasion by creating a photo album documenting its history and accomplishments over the past 20 years. The photo album provided a concise visual summary of ERNWACA/ROCARE's work improving reproductive and child health across its member countries.
The document announces faculty development lab events at Southern University in Baton Rouge on November 7, 14, and 15, 2009 about online courses and student learning outcomes. The events will cover contributions from Quality Matters, MERLOT, and ULM and include webinars on Quality Matters, Moodle, and MERLOT. The document provides thank you messages and event registration URLs.
This introductory presentation was created to support a Faculty Development Laboratory that was hosted by Prof. Moustapha Diack, SUBR, in Louisiana. It wordles the quality matters standards for designing an online course.
1. PUBLIC SERVICE INSTITUTE OF NIGERIA MANDATORY TRAINING OF FEDERAL CIVIL SERVANTS SUCCESSION PLANNING & MENTORING MANAGEMENT By Dr. O.Agofe October, 2010
2. INTRODUCTIONSCOPE OF PRESENTATION Our discussion will address the following key questions: What is succession planning? What are the organizational roots of succession? What are the likely consequences of unplanned succession?
3. What are the steps of succession planning and how can these be viewed conceptually within the context of a framework? What is mentoring and what is its relationship, if any, to succession planning? What are the typical phases encompassed by mentoring? What are the benefits of mentoring?
4. Succession Planning Defined Succession is the process by which an organizational member fills a position that becomes vacant as a result of the departure of the incumbent. Planning, on the other hand, is the formal process by which objectives are set and detailed ways of accomplishing the objectives are established.
5. Succession planning can, therefore, be defined as the process of setting personnel succession objectives and determining ways by which the objectives can be effectively accomplished. A personnel succession plan can only be meaningful within the context of the overall human resource plan from which it is derived, which in turn must be rooted in the organization’s corporate strategy.
6. Organizational Roots Of SuccessionTo be able to plan properly for succession, the organizational roots of succession must be recognised. What are the organizational situations that give rise to personnel succession?
7. Age and length of service restrictions – In most modern organizations there are age and length of service restrictions that specify the maximum age and number of years of active service at which an employee is expected to retire. Such involuntary retirement automatically results in position vacancies for which succession is imperative in most cases.
8. Disciplinary Actions- Staff terminations and dismissals taken and enforced for punishable and serious errant conduct and the related unscheduled staff departures will lead to succession in affected positions.
9. Staff Resignations – Voluntary departures of those who may decide to leave their organization, perhaps for greener pastures or for other reasons. Staff Transfers - Interdepartmental/divisional transfers or sometimes job re-assignment within an individual’s departure/ division will result in the need for succession .
10. Internal Reorganization – Internal reorganization quite often entails merging or scrapping of selected organizational positions and /or units for which personnel succession becomes inevitable. In other circumstances it may simply be the infusion of new blood to reinvigorate certain operations.
11. Legal and Regulatory Demands – A new law or an amendment of an existing law or a change in existing regulatory standards may compel compliance requirements that affect some area(s) of the current organizational structure of an affected establishment including adjustment and the creation, merging or abolition of specific jobs.
12. Technological Developments and Competitive Market Pressures. For certain organizations, especially business establishments, new developments in technology or growing competition in the market(s) being served may counsel the introduction of new products or withdrawal or repackaging of some existing products or the adoption of a new technology.
13. Consequences Of Unplanned Succession. When is succession unplanned? Succession is unplanned when clear objectives and specific criteria have not been established for succession, when there is minimal or no consistency between the demands and challenges of the job in question and the skills, knowledge and experience of the successor,
14. CONT’D when internal and external environmental variables that affect performance have not been properly considered, and when succession does not evolve as part of an overall human resources plan or is not supportive of the corporate strategy of the organization.
15. When succession is not planned, there is likely to be a mismatch between the demands of a job and the levels and types of knowledge, skills, and experience that a successor brings, which in turn will almost certainly result in unsatisfactory job performance.
16. Poor and inefficient deployment of staff. Sub-optimal use of existing stock of human capital.
17. The human capacity to pursue and execute the organization’s vision, mission, and corporate strategy may suffer serious inadequacies in some critical operational areas. Ineffective and inefficient management of resources. Teamwork may be undermined.
18. Succession timing may be in conflict with the best interest of the organization. The organization may suffer human capital shortages in some critical areas while there are surpluses in other areas. Poor overall operational performance. The organization may find itself unprepared for the manpower needs and challenges of its future.
19. Succession Planning Process. Succession planning may be approached in line with the following steps: Review of the organization’s strategy profile and the human resources management plan.
20. - Problem recognition and definition – What major or key problem(s)concerning personnel availability, capacity, changes and succession are thrown up in the corporate strategy and human resources management plan?
21. - Determination and definition of succession objectives. - Analysis and forecasting of critical external environmental conditions - Audit and analysis of internal resources, strengths, weaknesses, and related conditions particularly concerning personnel.
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23. Implementation of the plan. Monitoring, evaluation, and control of plan implementation. The above steps are displayed diagrammatically in Figure 1 below.
24. Characteristics of a Good Succession Plan. It must be economical- i.e., it must be within the financial capacity of the organization or unit and capable of being implemented without waste. The plan must be simple and workable, considering available resources. The objectives and assumptions must be realistic. It must be thorough- i.e., it must contain all essential details as well as make allowance for contingences.
25. It must blend and be consistent with the organization’s corporate strategy and human resources management plan. It must be reasonably capable of achieving the set objectives.
26. Above all, a good personnel succession plan removes conditions and likelihood of the consequences of unplanned succession identified earlier.
27. Mentoring Mentoring is the process of providing close, personal and structured support by one person (a mentor) for the whole development of another (a mentee or protégé).
28. In mentoring relationships the personal credibility of the mentor to the protégé and the conviction that he or she can learn something from the former to advance his or her own life and career is very critical. The driving force of mentoring is the relationship before the two people involved in the learning process.
29. Mentoring is neither instructing nor coaching. Instructing deals largely with dissemination of knowledge. Coaching deals primarily with skill building. Mentoring, shapes the outlook and attitude of the mentee; it aims at developing the totality of the person, not just improving his skills or knowledge.
30. Types of mentorship There are two broad types of mentorship; formal and informal mentoring. In formal mentoring there is a structured process supported or initiated by an organisation and targeted at groups of personnel.
31. Informal mentorship, on the other hand, develops on its own between mentor and mentee, usually as a result of the latter recognising and admiring some qualities of the former which he can learn and imbibe to improve his or her own life. Such informal mentorship is not characterised by any real structure or pattern of interactions.
32. Mentoring and succession planning; In some succession situations (certainly not in all) mentoring can be incorporated as a means to sustain the high level and quality of job performance that prevailed before the assumption of duty by the successor.
33. In such situations the departing officer is likely to be senior to and to be more knowledgeable and experienced than the officer who is taking over from him. Alternatively, there may be a closely related functionary, such as a direct line superior, who is to serve as mentor to the in-coming officer in a structured mentorship program.
34. 8. Phases of mentoring: Mentoring relationships typically evolve through four observable phases: Initiation: In this phase the two people involved in the relationship are expected to clarify the objectives, process and duration of the engagement.
35. Cultivation: The mentor and mentee work together to carry out the plan of action and build the relationship, guided by the agreed objectives. Activities at this stage may include dialogue, observation, role-plays, brainstorming, assignments, e.t.c.
36. Separation: At this stage, the parties decide to end the mentor – mentee engagement, hopefully, because they agree that the mentee has met the task and skill objectives and other expectations set at the beginning of the relationship.
37. Re-definition: The mentor and mentee now seek answer to the question, “how are we going to be now?” That is, what will be the nature and type of relationship that will henceforth prevail between the two.
38. Benefits of Mentoring Mentorships offer a variety of benefits if properly conducted. Facilitated advancement from networking exposure.Networking occurs more easily and is a possible reason why those mentored tend to do well in organizations.
39. Development of mentor’s leadership skills. The mentor’s leadership skills are developed and sharpened, as he is refreshed about his own strengths and the application of vital skills. Mentorship programs are used to groom up-and-coming employees who have demonstrated the potential for advancement into leadership roles.
40. An organization that practices mentoring enjoys the benefit of having employees who are introduced into and shaped by its culture and operations as well as its values and ethic. Mentoring can be employed to facilitate entry into the job market for those who have difficulty in finding jobs and as an instrument for the promotion of equal opportunities for men and women and disadvantaged groups.
41. Mentoring, if properly conducted, can reveal hidden and unused talents in the life of a mentee. Mentoring is an effective tool for building and reviving self-confidence and for improvement and realization of self – worth of individuals who may have made to loose hope, confidence and faith in themselves, their careers, and their ambitions.
42. Mentoring helps to expand the mentor’s horizon and store of experiences and equips him / her with fresh insights for effectively addressing the problems and challenges of life and career.
43. Conclusion Succession is an inevitable reality in organizational life. It must however be planned; otherwise an array of unhealthy consequences will emerge where it is being haphazardly managed. The organizational roots of succession must be considered in planning succession.
44. More importantly, succession planning is a rational process that must conform with a series of sequential steps, while a good succession plan ought to display certain vital features. Mentoring provides close, personal, and structured support by a mentor for the total development of a mentee. Effective mentorship is conducted on a foundation of mutual trust, respect, and open communication.
45. There are formal and informal mentorships and several models from which the mode of mentorship interactions may be chosen and conducted. Whatever mode or form of the mentor – mentee relationship, the most important consideration and requirement is that it must be capable of achieving the set objectives and capturing the vital benefits of mentoring.