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Employee Development Responsibilities Organization Climate for development Resources and support HR unit Creation and maintenance of emp. development systems: HRIS Training process systems (needs analysis, etc. ) Supervisor Performance feedback Special assignments OJT, Coach Motivating employee to develop Employee Motivated 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 Copyright © 2013

Interpersonal Roles Activities Figurehead Meets obligatory, social, and political duties (e. g. social functions, meeting with politicians, buyers, or suppliers) Leader Maintains, 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 Activities Monitor Searches for and acquires information about the unit and its environment Disseminator Distributes information to others within or outside the unit Spokesperson 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 Activities Entrepreneur Manages unit to take advantage of opportunities or meet threats Disturbance 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 Structure Technology Structure- Design Structure- Decision Making Market Leader Cost Leader Non Routine Organic Mechanistic Decentralized Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Interpersonal Roles and Characteristics That Matter Knowledge and Skills Role Conceptual Technical Interpersonal Figurehead Traits Personal Yes Leader Yes Yes Liaison Yes Yes Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Informational Roles and Characteristics That Matter Knowledge and Skills Conceptual Technica l Monitor Yes Disseminator Yes Yes Spokesperson Yes Yes Role Interpersonal Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Traits Personal Yes Maybe

Decisional Roles and Characteristics That Matter Knowledge and Skills Role Conceptual Technical Entrepreneur Traits Interpersonal Personal Yes Yes Disturbance handler Yes Yes Resource allocator Yes Yes Yes Negotiator Yes Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Managerial Skills and Strategy Skills Technical Interpersona l Conceptual Market Leader Cost Leader More sophisticated and nonroutine Less sophisticated and routine Higher Lower Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Managerial Traits & Strategy Traits Drive Flexibility Leader motive Market Leader Cost Leader Higher

Management Styles & Strategy Style Market Leader Cost Leader Participative Higher Lower Supportive No difference Achieve-ment Higher Lower Directive Lower Higher Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Sources of Management Development Ø Externally based § Executive Education § Consulting firms Ø Internal § Corporate University § Special Assignments § Rotation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Strategies for Execs and Future Execs Ø Mentoring Ø Coaching Ø Executive Development programs Ø Executive MBAs Ø Action Learning (special projects) Ø Rotation Ø Team Building Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall