Describe the process of implementing management and leadership development interventions.

17 Sep Describe the process of implementing management and leadership development interventions.

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Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

Talent Management

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.

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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

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Coaching and Mentoring (2)

Goals

Assist in execution of a transition

Address a performance problem

Develop new behavioral skills with leadership development

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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

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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

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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.

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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

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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?

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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?

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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?

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Career and Human Resources Planning

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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

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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

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Career Development Interventions (3)

Performance Management

Provides knowledge about career progress and work effectiveness

Work Life Balance

Helps members balance work and personal goals

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Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

Work Design

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.

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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

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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

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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

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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.

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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

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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

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Enriched Jobs Overview

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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

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Job Enrichment Application Stages

Perform a thorough diagnosis

Form natural work units

Combine tasks

Establish client relationships

Vertical loading

Opening feedback channels

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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

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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?

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Model of Self-Managed Work Teams

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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

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Team Process Interventions

Promoting healthy interpersonal relationships

Coordinating efforts

Weighting member inputs and sharing knowledge

Making good decisions

Confronting and resolving conflicts

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Organization Support Systems

Recruitment and Selection

Training

Evaluation and reward systems

Leadership support

Use of freed-up time

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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

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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.

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Work Designs That Optimize Technology

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Work Designs that Optimize Personal Needs

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Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

Performance Management

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.

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A Performance Management Model

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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

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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

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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

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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

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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

17 Sep Describe the process of implementing management and leadership development interventions.

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