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Transcript of HRM - Excel Books - Chapter 10
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EXECUTIVE
DEVELOPMENT
EXCEL
BOOKS
10-1
10
Chapter
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ANNOTATED OUTLINE
10-2
Executive Development
Introduction
The basic purpose of executive development is to improve managerial
performance by imparting knowledge, changing attitudes or increasing skills.
Training certainly helps in improving job-related skills but when the intent is to
enhance executives ability to handle diverse jobs and prepare them for
future challenges the focus must shift to executive development.
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Executive Development
Training vs. executive development
Training
Learn specific behaviours and
actions; demonstrate techniques
and processes.
Short term.
Tries to improve a specific skill
relating to a job (mostly technical
and mechanical).
Meet current requirements of a
job; aims at improving employee
performance on a currently held
job.
Performance appraisals, cost-benefit analysis, passing tests
or certification.
I tem
Focus
Time Frame
Process
Goal
Effectiveness
Measures
Development
Understand and interpret knowledge;
Develop judgement; Expand capacities
for varied assignments.
Long term.
Aims at improving the total personality
of an individual (largely analytical and
conceptual abilities).
Meet future challenges of the job and
the individual; aims at providing
learning opportunities designed to help
employees grow.
Qualified people available whenneeded, promotion from within
possible, HR-based competi t ive
advantage.
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Invaluable investment in the long run as it helps managers to acquire requisite
knowledge, skills and abilities needed to handle complex situations in business
Enables executives to realise their own career goals and aspirations
Helps executives to step into superior positions easily
Assists executives in enhancing their people-management skills,
taking a holistic view of various problems.
Importance of executivedevelopment
Executive Development
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Steps in the organisation of an
executive development programme
Executive Development
Executive DevelopmentProgrammes: Steps
Analysis of organisational development needs
Appraisal of present managerial capabilities
Inventory of executive talent(in terms of age, service, education, experience etc
Planning of individual development programmes
Devising appropriate development programmes
Evaluating results
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Methods/techniques
Various methods are employed to develop managerial skills and knowledge,
such as:
Methods of executive development
Executive Development
1. Decision-making skills
2. Interpersonal skills
3. Job knowledge (a) On-the-jobexperiences
(b) Coaching
(c) Understudy
4. Organisational knowledge (a) Job rotation(b) Multiple management
5. General knowledge (a) Special courses
(b) Special meetings
(c) Specific readings
6. Specific individual needs (a) Special projects
(b) Committee assignments
(a) In-basket
(b) Business game(c) Case study
(a) Role play(b) Sensitivity training(c) Behaviour Modelling
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Executive Development
In-basket: The trainee is asked to look into a number of papers such as
memoranda, reports, telephone messages that typically confront a
manager and respond appropriately.
+Trainees learn quickly, as they have to do everything within a time frame+Creates healthy competition between participants allows them to grow
-The method is somewhat academic and removed from real life situations.
-Participants rarely respond to such imaginary situations in an enthusiastic manner
Case-study: The participant is asked to take up a simulated businessproblem and take appropriate decisions.
Methods/techniques
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When the problem requires problem solving, thinking skills
The KSAs are complex and participants need time to master them
Active participation is required
The process of learning is as important as the content
Tem problem solving and interaction are possible.
Executive Development
When is a case study most appropriate?
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Merits and demerits of the case studymethod
Executive Development
Me rits
Imp ro v e s p ro b le m -s o lv in g s k i ll s o f p a r t i c ipa n ts .
T ra in e e s c a n a p p ly th e o ry to p ra c t i c a l p rob le m s a n d
le a rn q u ic k l y. I t is a wa y o f l e a rn in g b y d o in g .
T ra in e e s le a rn h o w o th e rs s o lv e a s i t u a t io n in th e i r
o w n u n i q u e w a y . T h e y g e t a f e e l o f h o w o t h e r s
w o r k a t a p r o b l e m a n d b e g i n t o a p p r e c i a t e e a c h
o ther s th ink ing .
Ca s e s tu d ie s c a n p ro v id e in te re s t in g d e b a te s a mo n g
t r a i n e e s , a s w e l l a s e x c e l l e n t o p p o r t u n i t i e s f o r
i n d iv id u a ls to d e fe n d th e i r a n a ly ti c a l a n d ju d g e m e n ta l
abi l i t ies.
I f the case re f lec ts a rea l l i fe s i tua t ion , par t ic ipan ts
ta k e k e e n in te re s t a n d e x a m in e th e c ro s s -c u r re n ts
w i th a n o p e n a n d in q u is i ti v e m in d .
Demerits
Go o d c a s e s tu d ie s d o n o t o r ig in a te e a s i l y . Th e y a rec o s t l y a n d t i m e - c o n s u m i n g ( c o l l e c t d a t a , a n a l y s e ,re p o r t , s u mma r is e ) e x e rc i s e s .
Ex a m in in g h is to r i ca l e v id e n c e m a y fa i l to d e v e lo p th ea n a ly t ic a l a n d re a s o n in g a b i l it i es o f p a r t ic ip a n ts .
Cases , somet imes, a re no t su f f ic ien t ly rea l is t ic to be
u s e f u l .
Ca s e s ma y c o n ta in in fo rma t io n in a p p ro p r ia te to th ek in d s o f d e c is io n s th a t tr a in e e s wo u ld m a k e in a re a l s e t t i n g .
I n d i s c r i m i n a t e u s e o f c a s e s t u d i e s m a y n o t h e l p p a r t i c ip a n ts wh o a re n o t ma tu re e n o u g h to a n a ly s eand par t ic ipa te in d iscuss ions ac t ive ly .
A t r a i n e e w h o i s n o t s k i l l e d i n t h i s t e c h n i q u e c a nu n d e rm in e i t s u s e fu ln e s s .
T h e c a s e s t u d y m e t h o d h a v e l i t t l e o r n o t h i n g i nc o m m o n w i t h t h e t r a i n e e s w o r k p l a c e , w h i c h m a y l im i t i ts e f fec t iveness .
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Be clear about learning objectives and explore possible ways to realise theobjectives
Decide which objectives would be best served by the case method
Find out the available cases that might work or consider developing your own
Set up the activity including the case material, the room and the schedule
Observe the principles that guide effective group interactions
Provide an opportunity to all trainees to participate meaningfully and try to keep thegroups small.
Stop for process checks and get set to intervene when interactions go out of hand
Allow for different learning styles
Clarify the trainer's role as a facilitator
Bridge the gap between theory and practice
Executive Development
When using case studies
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Business games: It is a learning exercise representing a real-life
situation where trainees compete with each other to achieve specific
objectives.
Executive Development
Methods/techniques
Merits and demerits of the business
game method
Business games compress time; events that take
painfully long time are made to occur in a matter of
hours.
One can learn from mistakes, take a different course
of action by looking at the consequences and
improve performance.
They promote increased understanding
of complex relationships among organisational units.
They help trainees develop their problem solving
skills as well as to focus attention on planning rather
than just putting out fires.
Prompt feedback facilitates quick learning.
Difficult and expensive to develop and use good
business games.
They are often far removed from reality. In real life,
an executive may get unlimited chances to find his
way through the jungle, depending on his mental
make-up (instead of choosing from an imaginative
list of alternatives).
Participants may become so engrossed in pushing
others to the wall that they fail to grasp the
underlying management principles being taught.
Creativity may take a back seat when unorthodox
strategies advanced by innovative participants may
not find acceptance from others in the race.
M e r i t s D e m e r i t s
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Executive Development
Role play: This is a technique that requires the trainee to assume
different identities to learn how others feel under different circumstances
+ Participants develop interpersonal skills
+ They learn by doing things actually
+ The competitive environment compels participants to listen, observe, analyse and
improve their own performance by exploiting their potential fully
__lack of realism in this method comes in the way of enthusiastic participation
--not easy to duplicate the pressures and realities of actual decision making
--most trainees may not be very comfortable in role playing situations
Methods/techniques
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Executive Development
Trainers responsibilities in roleplaying situations
Ensure that members of a role playing group get along with eachother
Select and prepare the participants by introducing a specific situation
Ask participants to actually come out with potential characters
Realise that volunteers make better role players
Prepare observers by giving them specific tasks such as evaluation, feedback etc.
Guide the role play enactment over its bumps, since it is not scripted
Keep it short
Discuss the enactment and prepare bulleted points of what was learned
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Sensitivity training: This is a method of changing behaviour through
unstructured group interaction. (also known as T-group training, where T
stands for training)
Executive Development
Features of T-group training
T-Group consists of10-12 persons.
A leader acts as a catalyst and provides a free and open environment for
discussion
There is no specified agenda
Members express their ideas, feelings and thoughts freely and openly
The focus is on behaviour rather than on duties
The aim is to achieve behaviour effectiveness in transactions with one's
environment
Methods/techniques
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Benefits
Executive Development
Participants gain rich experience in getting along with people
The exclusive focus on each others' behaviour helps participants to
observe, analyse and then respond appropriately
Trainees can find out where they stand in comparison to others
The agenda less discussions encourages the participants to come out
more openly and share their opinions with others
The opportunity to take charge of the group is always inherently
present for the right candidate.
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Executive Development
Costs
Considerable time is wasted in agenda-less, direction-less discussions
T-group leaders may lack the skills to instil enthusiasm and confidence
in participants.
There is an immoral and unjustified invasion of privacy, based on falseassumptions about the nature of human relationships at work.
The interchange of opinions in an open manner may be punished by
superiors at a later stage, using some pretext or the other
T groups may actually destroy team learning and team spirit as they
encourage participants to be hostile without feeling guilty during
training.
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Executive Development
On the job experience: This is a kind of class room learning where
the trainee learns by actually doing things under the supervision of an
experienced supervisor. Such methods are highly useful for certain
groups like scientific and technical personnel
Behaviour modelling: This is an approach that demonstrates desiredbehaviour and gives trainees the chance to practice and role-play
those behaviours and receive feedback.
Coaching: This is a development activity in which a supervisor plays
an active role in imparting job knowledge and skills to the trainee. For
effective coaching, a healthy and open relationship must exist betweenemployees and their supervisors.
Methods/techniques
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+ Trainees learn quickly by actually doing a piece of work and obtain feedback
+Where the trainer and the trainee interact in an open manner, there is tremendous
scope for the trainee to grow by seeking clarifications continuously and rectifying
mistakes
__ A lot depends on the interpersonal skills of the supervisor---The learner, often, cannot develop much beyond the limits of his own supervisor
Executive Development
Merits and demerits of coaching
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Executive Development
Understudy: This is a development method wherein potential
managers are given the chance to temporarily relieve an
experienced manager of part of hi job and act as his substitute
during the period, giving him vital insights into the overall job
that would make him the automatic choice in the succession
process.
Job rotation: Moving a trainee from job to job so as to offer
cross training is called job rotation. The idea behind this is to
give managers the required diversified skills and a broader
outlook.
Multiple management: It is a system in which permanent
advisory committees of managers study problems of the
company (thereby gaining first hand experience of various
important aspects of business) and make recommendations to
higher management.
Methods/techniques
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Executive Development
Special courses, meetings, readings: In addition to the above,
managers could also benefit by attending workshops organised
by academic institutions, attending special meetings organised
by various government and voluntary organisations and by
reading specific articles relevant to their respective fields.
Special projects: In this method, a trainee is put on a project
closely related to the objectives of the department.
Committee assignment: In this method, an adhoc committee is
appointed to discuss, evaluate and offer suggestions relating to
an important aspect of business.
Conferences: A conference is a meeting of people to discuss a
subject of common interest. The participants exchange notes,
opinions and ideas on the subject in a systematic and planner
manner.
Methods/techniques
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Lectures: Lectures are formal presentations on a topic by an
experienced and knowledgeable person. The presentation is
generally supported by discussions, case studies, audio-visual
aids and film shows.
Group discussion: In this method, papers are presented bytwo or three trainees on a selected topic, followed by thought-
provoking discussions.
Programmed instruction: This is a learner-oriented
technique which presents subject matter to the trainees in
small sequential steps requiring frequent responses from the
trainee and immediately offering him of their accuracy or
otherwise.
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Executive Development
Methods/techniques
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Selection Of A Suitable Method
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Executive Development
While choosing a specific method, the following guidelines might be
kept in mind
Suitability of executive developmenttechniques
Technique Suitability
Job Rotation To develop diversified ski lls and broaden the outlook of an executive
Understudy To aid succession planning by developing the skills of juniors according to a pre-set plan
Multiple Management To assist managers in expanding their outlook and knowledge in various functional areas
Case Study To develop analytical, reasoning and problem-solving skills
Role Playing To translate theoretical knowledge into action plans and to promote good human relations
skills among trainees
Behaviour Modelling To teach inter-personnel and cognitive skillsIn-basket To promote situational judgement and social sensitivity
Business Games To develop smart thinking, quick reactions, initiative, organising and leadership skills
Sensitivity Training To promote self awareness and its impact on others
Conference To improve and expand knowledge, atti tudes and develop interpersonal skil ls
Lecture To impart conceptual knowledge to a large audience within a short span of time.