Part 8—Developing Others McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved

Part 8—Developing OthersPart 8—Developing OthersMcGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

8-2

Types of Teachers / Leaders

Shamans Priests Elected Leaders Missionaries Mystic Healers

8-3

Shaman

Charismatic Have energy and commitment to

energize their subordinates Focuses the attention of followers

towards themselves instead of others

8-4

Priest

Claim power through office and position Followers are taught to see themselves

as set apart from others Establish structure, order, and continuity Operates in a hierarchy

8-5

Elected Leaders

Undergo training and self-transformation to achieve their positions

Derive power from the mandate of subordinates

Consent of followers constitutes much of their power

8-6

Missionary

Goal directed Usually has a utopian view of the future Teaches out of personal conviction Sees it as a duty to pass on certain

ideals

8-7

Mystic Healers

Seek the source of illness and health in the follower’s personality

Requires unselfish motivation, flexibility and sensitivity according to other’s needs

Try to see the potential in others

8-8

Personal Conditions Conducive to Growth

1. when there is a felt need2. when they are encouraged by someone

they respect3. when their plans move from general goals

to specific actions4. as they move from a condition of lower to

higher self-esteem5. as they move from external to internal

commitment

People grow…

8-9

Organizational Conditions Conducive to Growth

1. Basic respect for the worth of all people2. Individual differences are recognized3. A variety of learning experiences are

provided4. Each person is addressed at his or her

level of development and is helped to grow to their fuller potential

5. People express themselves honestly6. Growth is rewarded through recognition

and tangible signs of approval

8-10

““Leaders are not born. Leaders are not born. They are made. They They are made. They are made just like are made just like anything else, through anything else, through hard work. That’s the hard work. That’s the price you have to pay price you have to pay to achieve that goal, or to achieve that goal, or any goal.”any goal.”

- Vince Lombardi- Vince Lombardi

8-11

Information TechnologyInformation TechnologyAnd Group discussionAnd Group discussion

Pick and ShovelPick and Shovel

Tra

inin

g N

eed

sHigh

Low

Nature of Jobs1900’s 1950’s 2000’s

The Changing Nature Of Jobs And Training NeedsThe Changing Nature Of Jobs And Training Needs

8-12

Knowledge Acquisition

Changing Attitudes

Problem-Solving Skills

Inter-personal

Skills

Participant Acceptance

Knowledge Retention

TRAINING METHODSTRAINING METHODS Mean Rank Mean Rank Mean Rank Mean Rank Mean Rank Mean Rank

Case StudyCase Study 3.56 2 3.43 4 3.69 1 3.02 4 3.80 2 3.48 2

Conference (discussion) MethodConference (discussion) Method 3.33 3 3.54 3 3.26 4 3.21 3 4.16 1 3.32 5

Lecture (with questions)Lecture (with questions) 2.53 9 2.20 8 2.00 9 1.90 8 2.74 8 2.49 8

Business GamesBusiness Games 3.00 6 2.73 5 3.58 2 2.50 5 3.78 3 3.26 6

Movie FilmsMovie Films 3.16 4 2.50 6 2.24 7 2.19 6 3.44 5 2.67 7

Programmed InstructionProgrammed Instruction 4.03 1 2.22 7 2.56 6 2.11 7 3.28 7 3.74 1

Role PlayingRole Playing 2.93 7 3.56 2 3.27 3 3.68 2 3.56 4 3.37 4

Sensitivity Training (T-Group)Sensitivity Training (T-Group) 2.77 8 3.96 1 2.98 5 3.95 1 3.33 6 3.44 3

Television LectureTelevision Lecture 3.10 5 1.99 9 2.01 8 1.81 9 2.74 9 2.47 9

Ratings of Educators on Effectiveness of Alternate Methods for Training Objectives

8-13

Model of Highly Effective Training

Training Needs Training Provided

Ensuring Organizational

Purpose

Executive development Management training

and development Supervisory training and

development Staff/employee training

8-14



Meeting Strategic Goals

Strategic planning Teambuilding Employee orientation Quality improvement

8-15



Implementing New Technology

Technical Training Scientific and engineering

training Technician training Craft and apprentice

training Employee skill training Data processing and

computer training Information systems

training

8-16



Engaging Customers

Sales and marketing training

Customer service training

8-17



Protecting Employees and Communities

Health and safety training

Regulatory compliance to standards

8-18



Ensuring Job Readiness Basic skills training

8-19

1) Satisfaction – measured by participant approval ratings

2) Learning – defined as measurable improvement in knowledge, skills, and attitudes

3) Application – understood as on-the-job use of new concepts, principles, tools, and techniques

4) Impact –measured by improvement in bottom-line results: sales, quality, customer satisfaction, safety, employee morale, turnover, costs, and profits

Four levels of learning effectiveness

8-20

Four factors of training effectiveness

Pace Relevance Value Participation

8-21

What attracts the best employees to a company?

What makes them stay?

8-22

12 Ways to Keep Good People 1. Do I know what is expected of me at

work? 2. Do I have the materials and

equipment I need to do my best work right?

3. At work, do I have the opportunity to do what I do best every day?

8-23

12 Ways to Keep Good People 4. In the past seven days, have I

received recognition or praise for good work?

5. Does my super-visor, or some-one at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

8-24

12 Ways to Keep Good People 7. At work, do my opinions seem to

count? 8. Does the mission of my company

make me feel like my work is important?

9. Are my co-workers committed to doing quality work?

8-25

12 Ways to Keep Good People 10. Do I have a best friend at work? 11. In the last six months, have I talked

with someone about my progress? 12. At work, have I had opportunities to

learn and grow?

8-26

Change is the label under

which we put all things we have

to do differently in the future

8-27

“IT IS NOT THE STRONGEST OF THE

SPECIES THAT SURVIVE, NOR THE MOST INTELLIGENT, BUT THE ONE MOST

RESPONSIVE TO CHANGE.”

CHARLES DARWINOn the Origin of Species

by Means of Natural Selection, London, 1859

8-28

The Four Major Types of Change in the Workplace

1. Structure

2. Tasks

3. Technology

4. People

8-29

MiddleManagement

Front-LineEmployees

SqueezedSqueezed

ResistantResistant

IsolatedIsolatedTopManagement

Organizational Organizational Response To ChangeResponse To Change

8-30

Organizational Response to Change:Top Management

May underestimate impact of change on lower levels of the organization

Expect employees to “go along” with change

May blame middle managers if people resist or complain

May be insulated to the point of not knowing the actual results of decisions

8-31

Organizational Response to Change:Middle Management

Feel pressure to implement organizational change

Often lack information and direction in implementing change

May feel squeezed between resistant subordinates and demanding supervisors

8-32

Organizational Response to Change:Front-line Employees

May feel threatened by changes announced by management

May respond with resistance Employees may “shut down” during

times of change and show a lack of willingness

8-33

IIf you f you would change would change the world, you must the world, you must be the way you want be the way you want the world to be.the world to be.

Mahatma Mohandas GandhiMahatma Mohandas Gandhi

8-34

8-35

1. Have a Good Reason For Making a Change

Will it support the organization’s mission, purpose, and goals?

Does it reflect the organization’s basic principles and core values?

8-36

2. Personalize Change

Let people know where you stand How will you be affected if the change is

successful or if it fails? Why is the change important to them? What do they stand to gain or lose?

8-37

3. Implement Change Thoughtfully

Involve the people who will be affected by the change

Go slow, giving people time to adjust Keep people informed through constant

personal communication Be available

8-38

4. Put a Respected Person in Charge of Coordinating

Change Select someone who is trusted by all Use transition teams to plan,

coordinate, and communicate change effects

Provide training in skills to support change

8-39

5. Tell the Truth

Give facts and rationale Don’t sugar coat! Let people come to terms with negative

feelings so they can focus on the future

8-40

6. Wait Patiently for Results

It takes time to realize benefits from change

Change that is too rapid can be destructive

Rushing the process will reduce the results

8-41

7. Acknowledge and Reward People

Take time to recognize people and show appreciation

Acknowledge the struggles, sacrifices, and contributions people have made

8-42

8-43

1. Establishing a Sense of Urgency

Examining the market and competitive realities

Identifying and discussing crises, potential crises, or major opportunities

8-44

2. Creating the Guiding Coalition

Putting together a group with enough power to lead the change

Getting the group to work as a team

8-45

3. Developing a Vision and Strategy

Creating a vision to help direct the change effort

Developing strategies for achieving that vision

8-46

4. Communicating the Change Vision

Using every vehicle possible to communicate the new vision and strategies

Having the guiding coalition role model the behavior expected of employees

8-47

5. The Eight-Stage Process of Creating Major Change

Getting rid of obstacles Changing systems or structures that

undermine the change vision Encouraging risk taking and

nontraditional ideas, activities, and actions

8-48

6. Generating Short Term Wins

Planning for visible improvements in performance

Creating those wins Visibly recognizing and rewarding

people who made the “wins” possible

8-49

7. Consolidating Gains and Producing More Change

Using increased credibility to change all systems, structures, and policies that don’t fit together

Hiring, promoting, and developing people who can implement the change vision

Reinvigorating the process with new projects, themes, and change agents

8-50

8. Anchoring New Approaches in the Culture

Creating better performance through customer-oriented behavior

More and better leadership More effective management Articulating the connections between new

behaviors and organizational success Developing means to ensure leadership

development and succession management

8-51

Eight Errors Common to Organizational Change

1. Allowing too much complacency

2. Failing to create a sufficiently powerful guiding coalition

3. Underestimating the power of vision

4. Under communicating the vision by a factor of 10 (or more!)

8-52

Eight Errors Common to Organizational Change

5. Permitting obstacles to block the new vision

6. Failing to create short-term wins

7. Declaring victory too soon

8. Neglecting to anchor changes firmly in the corporate culture

8-53

Consequences to Organizational Change

Errors New strategies aren’t implemented well Acquisitions don’t achieve expected

synergies Re-engineering takes too long and costs

too much Downsizing doesn’t get costs under

control Quality programs don’t deliver hoped-for

results

8-54

Empowering People to Effect Change

Communicate a clear, compelling vision to employees

Make structures compatible with the vision

Provide the training employees need Align information and personnel systems

to the vision Confront supervisors who undercut

needed change

8-55

What causes Burnout?

Too many demands on strength and resources over a prolonged period of time

High expectations and deep personal involvement in the work one does

Too few actions taken to replenish the energy consumed in meeting these demands

8-56

Burnout Victims

Those who want to do everything themselves (“Super people”)

Workaholics Burned-out Samaritans Mismatched people Midcareer coasters Overstressed students

8-57

Strategies to deal with Burnout

Emergency aid:Deep breathingEngaging in positive self-talkTaking a physical retreatTalking with a friend

8-58


Short-term solutions:Reducing workloadSetting prioritiesTaking care of your bodyAccentuating the positive

8-59


Long-term solutions:Clarifying valuesRenewing commitmentsMaking lifestyle changesDeveloping personal competencies

8-60

Characteristics of a Hardy Personality

Commitment Control Attitude Resilience Perspective Caring Relationships

8-61

“The greatest discovery in our generation is that human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives.”

- William James

8-62

“ “Give us the serenity to accept what Give us the serenity to accept what cannot be changed, courage to change cannot be changed, courage to change what should be changed, and wisdom what should be changed, and wisdom to distinguish one from the other.”to distinguish one from the other.”

8-63

Documents

Part 8—Developing Others McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved