Management Development: Preparing for your Career

1
Management Development Preparing for your Career

• Society for Human Resource Management Workshop
• February 10, 2007
• Kenneth M. York
• School of Business Administration
• Oakland University

2
Agenda

• Key management skills
• For all managers
• For managers in HRM
• Exercise Conducting a Training Needs Assessment
• Preparing for a management career
• The Five Disciplines
• Exercise Systems Thinking
• Career planning and career development
• Exercise Talent Development
• Creating career development experiences for high
  potential talent

3
Management Skills

• Planning and decision making
• Organization
• Communication
• Development of employees
• External relations
• Interpersonal skills
• Leadership
• Managing change

4
Professional Competencies

• Interpersonal Domain
• Building Customer Loyalty
• Effectively meeting customer needs building
  productive customer relationships taking
  responsibility for customer satisfaction and
  loyalty.
• Communication
• Expressing thoughts, feelings, and ideas in a
  clear, succinct, and compelling manner in both
  individual and group
  
• Gaining Commitment
• Using appropriate interpersonal styles and
  techniques to gain acceptance of ideas or plans
  modifying ones own behavior to accommodate
  tasks, situations, and individuals involved
• Building Strategic Working Relationships
• Developing and using collaborative relationships
  to facilitate the accomplishment of work goals
  

5
Professional Competencies

• Management Domain
• Decision Making
• Identifying and understanding issues, problems,
  and opportunities comparing data from different
  sources, to draw conclusions using effective
  approaches for choosing a course of action or
  developing appropriate solutions taking action
  that is consistent with available facts,
  constraints, and probable consequences.
• Planning Organizing
• Establishing courses of action for self and
  others to ensure that work is completed
  efficiently
  
• Technical/Professional Knowledge
• Having achieved a satisfactory level of technical
  and professional skill or knowledge in
  position-related areas keeping up with current
  developments and trends in areas of expertise.

6
Professional Competencies

• Personal Attributes Domain
• Adaptability
• Maintaining effectiveness when experiencing
  changes in work tasks or the work environment
  adjusting effectively to work with new
  structures, processes, requirements, or
  cultures.
• Continuous Learning
• Actively identifying new areas for learning
  regularly creating and taking advantage of
  learning opportunities using newly gained
  knowledge and skills on the job and learning
  through their application.
• Innovation
• Generating innovative solutions in work
  situations trying different and novel ways to
  deal with work problems and opportunities.
  
• Results Orientation
• Commits to achieving goals within guidelines and
  values of organization drives continuous
  improvement in all organizational processes
  tackles problems directly and efficiently.

7
Professional Competencies

• Quality Work Standards
• Setting high standards of performance for self
  and others assuming responsibility and
  accountability for successfully completing
  assignments or tasks self-imposing standards of
  excellence rather than having standards imposed.
• Job Fit
• The extent to which job activities and
  responsibilities, the organizations mode of
  operation and values, and the community in which
  the individual will live and work are consistent
  with the type of environment that provides
  personal satisfaction the degree to which the
  work itself is personally satisfying.

8
HR Roles

• Translating business strategies into HR
  practices
  
• Aligning HR and business strategy
• Executing strategy
• Strategic Partner
• Continual reengineering of the work processes you
  administer
  
• Reengineering organizational processes
• Building an efficient infrastructure
• Administrative Expert

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HR Roles

• Finding ways to provide employees with resources
  that meet their changing demands
  
• Listening and responding to employees
• Increasing employee commitment and capability
• Employee Champion
• Identifying and framing problems, building
  relationships of trust, solving problems, and
  creating fulfilling action plans
  
• Managing transformation and change
• Creating a renewed organization
• Change Agent

10
Exercise Conducting a Training Needs Assessment

• Conduct a training needs assessment for the
  employees job
  
• Roles
• Employee Help the manager identify your training
  needs in your current job
  
• Manager Interview the employee to identify their
  training needs in their current job

11
Exercise Conducting a Training Needs Assessment

• Training Needs Assessment
• Planning and Organizing Effectively scheduling
  time, tasks, and activities and establishing a
  course of action to accomplish specific goals
  
• Delegation Allocate necessary resources to
  employees to accomplish tasks, and establishing
  procedures to monitor results
  
• Employee Development Develop the skills,
  knowledge, and abilities of employees through
  coaching and other developmental approaches
  
• Technical Knowledge and Experience Understanding
  of the technical aspects of the job, and the
  organizations products/services
  
• Conflict Management Understanding the causes of
  conflict, and conflict resolution methods
  

12
Exercise Conducting a Training Needs Assessment

• Building Customer Loyalty Effectively meeting
  customer needs building productive customer
  relationships taking responsibility for customer
  satisfaction and loyalty.
• Communication Expressing thoughts, feelings, and
  ideas in a clear, succinct, and compelling manner
  in both individual and group
  
• Gaining Commitment Using appropriate
  interpersonal styles and techniques to gain
  acceptance of ideas or plans modifying ones own
  behavior to accommodate tasks, situations, and
  individuals involved
• Building Strategic Working Relationships
  Developing and using collaborative relationships
  to facilitate the accomplishment of work goals
  

Interpersonal Domain
13
Exercise Conducting a Training Needs Assessment

• Decision Making Identifying and understanding
  issues, problems, and opportunities comparing
  data from different sources, to draw conclusions
  using effective approaches for choosing a course
  of action or developing appropriate solutions
  taking action that is consistent with available
  facts, constraints, and probable consequences.
• Planning Organizing Establishing courses of
  action for self and others to ensure that work is
  completed efficiently
  
• Technical/Professional Knowledge Having achieved
  a satisfactory level of technical and
  professional skill or knowledge in
  position-related areas keeping up with current
  developments and trends in areas of expertise.

Management Domain
14
Exercise Conducting a Training Needs Assessment

• Adaptability Maintaining effectiveness when
  experiencing changes in work tasks or the work
  environment adjusting effectively to work with
  new structures, processes, requirements, or
  cultures.
• Continuous Learning Actively identifying new
  areas for learning regularly creating and taking
  advantage of learning opportunities using newly
  gained knowledge and skills on the job and
  learning through their application.
• Innovation Generating innovative solutions in
  work situations trying different and novel ways
  to deal with work problems and opportunities.
  
• Results Orientation Commits to achieving goals
  within guidelines and values of organization
  drives continuous improvement in all
  organizational processes tackles problems
  directly and efficiently

Personal Attributes Domain
15
Exercise Conducting a Training Needs Assessment

• Quality Work Standards Setting high standards of
  performance for self and others assuming
  responsibility and accountability for
  successfully completing assignments or tasks
  self-imposing standards of excellence rather than
  having standards imposed.
• Job Fit The extent to which job activities and
  responsibilities, the organizations mode of
  operation and values, and the community in which
  the individual will live and work are consistent
  with the type of environment that provides
  personal satisfaction the degree to which the
  work itself is personally satisfying.

Personal Attributes Domain
16
Preparing for a Management Career The Five
Disciplines

• Building a Shared Vision
• Building pictures of the future that foster
  genuine commitment in people rather than
  compliance
  
• The fundamental reason for the organization's
  existence
  
• An image of the desired future
• The values that describe how we intend to
  operate, on a day-to-day basis, as we pursue our
  vision
  

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Preparing for a Management Career The Five
Disciplines

• Mental Models
• Semi-permanent tacit "maps" of the world which
  people hold in their long-term memory, and the
  short-term perceptions which people build up as
  part of their everyday reasoning process
• Deeply ingrained assumptions, generalizations, or
  mental images that influence how we understand
  the world

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Preparing for a Management Career The Five
Disciplines

• Personal Mastery
• Continually clarifying and deepening our personal
  vision, of focusing our energies, of developing
  patience, and of seeing reality objectively
  
• Mastery means a special level of proficiency
  people with a high level of personal mastery
  consistently realize the results that matter most
  to them
• A commitment to excellence, holding yourself to a
  high standard of performance
  
• Self-insight into what really matters to you
• What do you think deserves your best effort?

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Preparing for a Management Career The Five
Disciplines

• Team Learning
• Team learning is vital because teams, not
  individuals, are the fundamental learning unit in
  modern organizations
  
• Unless teams can learn, the organization cannot
  learn
  

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Preparing for a Management Career The Five
Disciplines

• Systems Thinking
• Methods, tools, and principles, all oriented to
  looking at the interrelatedness of forces, and
  seeing them as part of a common process (a
  system)
• A system is a perceived whole whose elements
  "hang together" because they continually affect
  each other over time and operate toward a common
  purpose

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Exercise Systems Thinking

• What would happen if controlled fusion was now
  possible?
  
• Can begin building power plants tomorrow, selling
  electricity at competitive rates in 3 years and
  for significantly less in 5 years
  
• What will be the effects on
• Economy
• Environment
• Everyones day-to-day life

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Career Planning and Career Development

• Looking within your organization
• What are the typical career progressions?
• What job do you think you want?
• What knowledge, skills, abilities, and experience
  is required?
  
• How do I get myself qualified?
• Will the company pay for it?

23
Career Planning and Career Development

• You are a fry cook, one of the best ever, but
  what knowledge, skills, abilities, or experience
  do you need to
  
• Take customers orders?
• Run a restaurant?

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Career Planning and Career Development

• Looking outside your organization
• Occupational Outlook Handbook
• For hundreds of different types of jobs, the
  training and education needed, earnings, expected
  job prospects, what workers do on the job, and
  working conditions
• Job search tips
• Links to information about the job market in each
  State
  
• http//www.bls.gov/oco/

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Career Planning and Career Development

• ONET
• The ONET system serves as the nation's primary
  source of occupational information, providing
  comprehensive information on key attributes and
  characteristics of workers and occupations.
• Job descriptions, job specifications,
  occupational orientations
  
• http//online.onetcenter.org/

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Developing a Pop Star, the Disney Way

• Find someone with raw talent, develop it, make
  piles of money
  
• Examples
• Hilary Duff
• Motion Pictures and TV
• Casper Meets Wendy (1998) (TV) .... Wendy
• "Chicago Hope" (2000).... Jessie Seldon
• Cadet Kelly (2002) (TV) .... Cadet Kelly Collins
• The Lizzie McGuire Movie (2003) .... Lizzie
  McGuire/Isabella Parichi
  
• Agent Cody Banks (2003) .... Natalie Connors
• Cheaper by the Dozen (2003) .... Lorraine Baker
• "Lizzie McGuire" .... Lizzie McGuire / ... (65
  episodes, 2001-2004)

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Developing a Pop Star, the Disney Way

• Hilary Duff
• Soundtrack
• The Santa Clause 2 (2002) (performer "Santa
  Claus Lane")
  
• The Lizzie McGuire Movie (2003) (performer "Why
  Not", "Why Not (McMix)")
  
• Cheaper by the Dozen (2003) (performer "What
  Christmas Should Be")
  
• A Cinderella Story (2004) (performer "Crash
  World", "Anywhere But Here", "Our Lips Are
  Sealed")
  
• "My Super Sweet 16" (2005) TV Series ("Sweet
  Sixteen")
  
• Her Best Move (2006) (performer "GIRL CAN
  ROCK")
  
• Dead or Alive Xtreme 2 (2006) (VG) (performer
  "Sweet Sixteen")
  

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Developing a Pop Star, the Disney Way

• Hilary Duff
• Music
• Metamorphosis (2003)
• Santa Claus Lane (2003)
• Hilary Duff (2004)
• Most Wanted (2005)
• Music DVD
• Hilary Duff - Learning To Fly (2004)
• Hilary Duff - The Concert - The Girl Can Rock by
  Hilary Duff (2004)
  
• Producer
• Material Girls (2006)
• Products
• With Love by Hilary Duff(tm) Eau de Parfum Spray,
  3.3 fl. oz. 55.00

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Developing a Pop Star, the Disney Way
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The Next Hilary Duff?

• Hannah Montana
• Stage name Miley Cyrus (real name Destiny Hope
  Cyrus)
  
• TV
• Hannah Montana--Disney Channel (2006)
• Music
• Hannah Montana Original Soundtrack (2006)
• DVD
• Hannah Montana, Vol. 1 - Livin' the Rock Star
  Life (2006)
  
• Products
• Hannah Montana Girls Short Sleeve Logo Tee with
  Foil Print by Hannah Montana 20.00
  

31
Exercise Management Development in Show Business

• Organizations with high quality Human Resources
  Management
  
• have a higher percentage of employees in a
  formal plan for development
  
• both new and experienced employees spend more
  hours in training each year
  
• Investing in employee development means
  increasing the value of the organizations human
  resources
  
• By improving individual capabilities,
  organizational capabilities are also improved
  

32
Exercise Management Development in Show Business

• You are responsible for developing the talent of
  the most recent winner of a television
  reality-show game-show singing contest.
  
• This performer has raw talent, but not much
  experience, there are many aspects of the
  business that this singer must learn to
  successfully manage their career.
• Your task is to develop a management development
  program to teach this singer to become a rock
  star.

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Exercise Management Development in Show Business

• Like most performers who dream of becoming stars,
  their primary focus in on their music, so they
  will have a short attention span for anything not
  directly related to singing. Therefore, the best
  management development experiences will have
  these characteristics
• Clear statement of purpose (and payoff), so they
  know why they are there, what they are to learn,
  and how it will benefit them.
  
• An opportunity to immediately apply what they
  have learned, in a role play or experiential
  exercise.
  
• Real-life examples to illustrate how performers
  went from unrecognized obscurity to fame and
  fortune, and from fame and fortune to obscurity
  (or both).

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Exercise Management Development in Show Business

• Choose from one of the areas below and create the
  content of the management development
  experiences.
  
• Breaking in a New Manager.
• How to handle the transition, when artistic
  differences lead to firing the old manager and
  hiring a new manager.
  
• Creating a Cost-Efficient Entourage.
• The entourage should create the desired image, at
  a reasonable price. How to distinguish between
  value-added expenses and needless cost overruns.
  
• How to Identify Bad Influences.
• There is only one thing worse than bad publicity,
  and that is no publicity. Staying edgy without
  falling from grace.
  
• Managing the Money.
• The money flows in, the money flows out, who
  knows where the money goes? Living large and
  retirement planning.
  
• Making a Good Red Carpet Impression.
• Standing out in a crowd of people trying to stand
  out in a crowd.
  

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Exercise Management Development in Show Business

• Dealing with Local Law Enforcement.
• Making all of your interactions with local police
  positive and newsworthy. The art of persuading
  the police to use their discretion.
  
• Providing Photo Opportunities for the Paparazzi.
  
  
• Balancing the need for publicity with the desire
  for privacy, building working relationships with
  people who can positively or negatively affect
  your career.
• Doing Entertainment News Interviews.
• Answering, and not answering, lite-news
  questions. How to get the most out of a
  promotional tour plugging albums, tour dates,
  and yourself.
• Negotiating and Renegotiating Contracts.
• Maximizing current income against expectations of
  future income, on the way up and on the way
  down.
  
• Creating your Distinctive Style.
• All about the look clothing, hair, make-up, and
  accessories.
  

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Resources

• Aversano, S. (Producer) Linklater, R.
  (Director). (2003). School of rock. Motion
  picture. Hollywood, CA Paramount.
  
• Conger, J. A., Fulmer, R. M. (2003).
  Developing your leadership pipeline. Harvard
  Business Review, 81 (12), 76-84.
  
• Kegan, R. (1994). In over our heads. Cambridge,
  MA Harvard University Press.
  
• Senge, P. M. (1990). The fifth discipline The
  art and practice of the learning organization.
  New York, NY Doubleday/Currency.
  
• Musashi, M. (2005). The Book of Five Rings. New
  York, NY Overlook Press