Building In-House Leadership and Management Development Programs- Their Creation, Management, and Continuous Improvement
Cover title: author: publisher: isbn10 | asin: print isbn13: ebook isbn13: language: subject publication date: lcc: ddc: subject: Building In-house Leadership and Management Development Programs : Their Creation, Management, and Continuous Improvement Rothwell, William J.; Kazanas, H C Greenwood Publishing Group 1567202586 9781567202588 9780585384276 English Executives Training of, Supervisors-Training of, Organizational change Study and teaching, Leadership 1999 HD30.4.R68 1999eb 658.4/07124 Executives Training of, Supervisors-Training of, Organizational change Study and teaching, Leadership Page i Building In-House Leadership and Management Development Programs Page ii This page intentionally left blank Page iii Building In-House Leadership and Management Development Programs Their Creation, Management, and Continuous Improvement William J Rothwell and H C Kazanas Page iv Library of Congress Cataloging-in-Publication Data Rothwell, William J., 1951– Building in-house leadership and management development programs : their creation, management, and continuous improvement / William J Rothwell and H.C Kazanas p cm Includes bibliographical references and index ISBN 1–56720–258–6 (alk paper) Executives—Training of 2 Supervisors—Training of Organizational change—Study and teaching Leadership I Kazanas, H C II Title HD30.4.R68 1999 658.4′07124—dc21 99–14846 British Library Cataloguing in Publication Data is available Copyright © 1999 by William J Rothwell and H C Kazanas All rights reserved No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher Library of Congress Catalog Card Number: 99–14846 ISBN: 1–56720–258–6 First published in 1999 Quorum Books, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc www.quorumbooks.com Printed in the United States of America The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48–1984) 10 Page v To Marcelina Rothwell and Nuria Kazanas Page vi This page intentionally left blank Page vii Contents Preface ix I Leadership and Management Development: Background Issues 1 Defining Leadership and Management Development II Planning and Designing the Leadership and Management Development Program 31 Focusing a Leadership and Management Development Program 33 Identifying Leadership and Management Development Needs 53 Establishing a Leadership and Management Development Curriculum 75 Administering a Leadership and Management Development Program 89 III Selecting, Planning, and Using Formal, Informal, and Special Methods 115 How Should Recruitment and Selection Be Used as Part of a Leadership and Management Development Program? 117 Planning and Using Formal Methods 127 Planning and Using Informal Methods 181 Planning and Using Special Methods 203 Page viii IV Evaluating Leadership and Management Development Methods and Programs 221 10 Evaluating Methods and Programs 223 11 Epilogue: Special Issues in Leadership and Management Development 243 Bibliography 259 Index 273 98–99, 102–3; for L & MD staff and vendors, 104–5; for OJT, 184; for promotion preparation, 175–76; for rotations, 169; and team-based learning, 254, 256 Job instruction training (JIT), 183 Job rotation, 107, 124, 166–73 Job satisfaction, 14–15 Johnson, T., 166 Kaizen, 214 Kirkpatrick, Donald, 225 Knowles, Malcolm, 170–71 Kolb, David A., 195 Kouzes, J., 166 Layer reduction, 248 Leadership: and attitude, 123; and career planning, 137–44, 165; definition, 5–6; evaluating potential, 167; inside versus outside hire, 102, 103–4; of L & MD activity, 27, 97–104; of teams, 252 See also Highpotential workers; Job rotation Leadership and Management Development (L & MD) programs: barriers, 24–27, 159; benefits, 7–15, 27–29; and career planning programs, 138–44; definitions, 6–7; and downsizing, 250–51; effectiveness, 225–30, 236–40; globalism effect, 245–46; and job categories, 16–22, 108; life cycle, 23; opportunity identification, 34–35; organizational positioning, 91–94; philosophy of, 47–49; recordkeeping, 108–10, 130–33; and team-based management, 255–56; trends, 144–48 See also Planned L & MD; Unplanned L & MD Learner characteristics, 151, 194–95 Learning: evaluation of participant, 226; transfer of, 158, 231 Learning contracts, 170–71, 195 Learning objective, 152 Learning styles, 195 Learning theory, 184–85 Legal liability, 142, 210, 212 Lesson plans, 155–56 Liability, 142, 210, 212 Line departments, and L & MD positioning, 93 Line positions, 45 Management, 5; career planning, 137–44, 165; defined, 5; globalism effect, 244–45; styles of, 167; team-based effect, 249, 255 See also Job rotation; Middle managers Management career ladder, 13–14 Management Development (MD), 40 Mandatory participation, 165, 168, 169 Manufacturing, 17 Mass media, 111 Material, instructional, 153–55, 156, 230 MBA programs, 163, 164 Page 276 McLaughlin, S., 166 Measurement, 152, 229 Meditation, 212 Mentoring, 123, 191–94 Mergers and acquisitions, 108 Methods: definition, 117; effective, 119; evaluating, 230–36; frequently used, 119; group versus individualized, 120–21; and scheduling, 107–8; for succession planning, 127–37 See also Action learning; Adventure learning; New Age Training Middle managers: and L & MD, 19–20; and morale, 15 Minorities, 45–46, 139 Mission, 38–41, 250 Morale: and affective learning, 123; and downsizing, 247; and HiPo programs, 46; and turnover, 14–15 Motivation, 94–97, 124; to evaluate L & MD, 228 Nadler, Leonard, 166 Nadler, Zeace, 166 Naisbitt, J., 166 Needs: assessment of, 53–54, 57–58, 59–71, 80–82, 140, 240; and external training, 161; group, 120; and internal group programs, 159; learning versus nonlearning, 55; and methods, 121–24; nonlearning, 55; and performance objectives, 152; and scheduling, 106, 107; short-term versus long-term, 58–59; in team-based management, 256; and temporary assignments, 176–77 See also Individual needs Neurolinguistic Programming (NLP), 211 New Age Training (NAT), 210–13 Nonexempt employees, 14, 17–19, 204, 255 Nonlearning needs, 55 Nonmanagement employees, 13, 16 Objectives: and downsizing, 250; instructional, 152; for job rotation, 169, 172–73; of job rotation, 167–68; of L & MD program, 38–42; and material selection, 155; and program leader, 99; of temporary assignments, 175– 76, 177 See also Performance objectives Objectives-centered curriculum, 80–83 Observation, 186 Obstacles, 24–29, 107, 159; to evaluation, 230–34 Off-site training, 160–63 Off-the-shelf material, 153–55 On-the-job coaching, 187–91 On-the-job training (OJT), 119, 183–87 Openness, 140–42 Opportunities, for L & MD, 34–35 Opportunity-centered curriculum, 84–86 Oral coaching, 188–89 Organizational culture, 123, 255 Organizational development (OD), 39, 83 Organizational positioning, 91–94 Organizational results, 228–30, 236–40 Orientation, of L & MD personnel, 103–4, 106 Outdoor learning, 203–10 Outsourcing, 250 Overtime, 248, 250 Ownership, 39 Participant reaction, 225, 230 Participation: and action learning, 214–18; of attendees, 157; and curriculum design, 83–84, 85–86; in needs assessment, 60–71; and recordkeeping, 109; and support, 39–40 Part-time employees, 248, 250 Pay-for-knowledge programs, 14 Payback policy, 165 Peak seasons, 107 People skills, 9 Performance: and job rotation, 172–73; and job satisfaction, 14; L & MD effect on, 226–30; and needs assessment, 55 See also Feedback; Performance objectives Performance gap, 214, 216 Performance objectives, 80–83, 152, 155; for job rotations, 169, 172–73 Personal selling, 112 Personnel Department, 92–93 Page 277 Philosophy: and program leader, 99; and publicity, 110–11; and succession planning, 135; written, 47–49 Pilot programs, 139–40 Planned L & MD: action plan, 49–51; and flexibility, 51, 149; goals, 41– 42; initiating, 35–41; on-the-job training as, 119, 183–87; policy and philosophy, 47–49, 99, 110–11; reviews of, 51–52; target groups, 42–47, 151–52; versus unplanned, 22–23 See also Curriculum Planning: for adventure learning, 206–8; for curriculum, 75–77; for group training, 149– 58, 160–62; for mentoring, 192; for OJT, 184–87; for on-the-job coaching, 188–90; organizational, and L & MD positioning, 93; for program initiation, 33–34; for scheduling, 107; for self-development, 195–97; for self-study, 198–99; strategic, 8–9, 21; for succession, 95, 127–37, 165; for temporary assignments, 175–76, 177 Policy: for external education, 164–66; for L & MD, 47–49; and OJT, 185 Position assignments, 173–77 Positioning, 91–94 Posner, B., 166 Posting, for L & MD leader, 102 Potential See High-potential employees Praise, 187, 188–89, 190 Problem solving, 215 Productivity, 11–12, 184 Programs: bottom-up, 140; diversity, 46, 139; pilot, 139–40; special, 46, 108; support, for job rotation, 170 See also L & MD Programs Project teams, 37, 38, 252 Projects, 108, 175 Promotions: and L & MD programs, 12, 17–18, 20; preparation for, 175– 76; talking about, 142 Psychomotor training, 121 Publicity, 110–12 Publishers, 153–55 Purpose See Objectives Quality, 123, 240 See also Evaluation; Instructional evaluation; Total Quality Management Quality Circles, 248–49 Questions, 157 Recency bias, 197, 198–99 Recordkeeping, 108–10, 130–33 Recruitment, 102, 105–6, 133 Re-engineering, 249 Regulations, 185 Relationships: employee-boss, 86; mentoring, 123, 191–94 Religion, 212 Reprimands, 189–90 Resources, 153–55 Responsibility, 9–11, 91, 94 See also Accountability Retailers, 240 Retreats, 204, 256 Reviews: of employees, 95; of instructional material, 156; of job rotation participants, 172–73; of L & MD effort, 51–52; of vendor contracts, 161 Rewards, 95–98, 124, 169–70; nonpecuniary, 96–97 Rotation, 107, 124, 166–73, 245 Saari, L., 166 Safety, 183 Salary, 95, 96, 169–70 Satisfaction, job, 14–15 Scheduling, 106–8, 184, 250 Selection: of external seminar attendees, 161; for job rotation programs, 168; of leader, 27, 97–104; of materials, 153; of staff and vendors, 104–6, 161 Self-development, 194–97 Self-directed teams, 254, 255 Self-evaluation, 173 Self-management, 12–13, 249 Self-study, 124, 153, 159, 197–99, 200 Semi-autonomous teams, 252–53, 255 Seminars, 161–62 Situation-specific model, 215 Six-step life cycle, 23 Skill training, 121 Page 278 Software, recordkeeping, 110 Special programs, 46, 108 Sponsorship programs, 123, 191–94 Staff, L & MD, 104–6 Staff employees, 45 Stand-ins, 175 Steering committees, 36, 37–38 Stranger groups, 204 Strategic planning, 8–9, 21, 159 Styles: of learning, 195; of management, 167 Subject-centered curriculum, 78–80 Succession, 14, 95, 127–37, 165 Suggestology, 211 Supervisors, 16–19, 204 See also Team leaders Suppliers, 215, 240 Support, 39, 170 Syllabus, 155 Task forces, 36–38, 256 Teachable moment, 107 Team leaders, 252 Teams, 37, 38, 251–56 Technical career ladder, 13–14 Technical specialists, 9–11 Temporary assignments, 173–77 Temporary employees, 248 Testing: of instructional material, 156; of learners, 152 Total Quality Management (TQM), 57, 83, 214, 223–25, 249, 254 Tough, Allen, 194 Training: appropriateness for external group, 160; appropriateness for internal group, 150, 159, 164; definition, 6; delivery, 157; for different needs, 121–24; versus education and development, 77; evaluation, 157; external group, 159–63; internal group, 144, 148–59, 161, 164; material selection, 153–55; on mentoring, 192–94; New Age, 210–13; off-site, 160–63; psychomotor, 121 Training and Development (T & D) Department, 92 Transfer of learning, 158, 232 Trends, 144–48 Truth, 140–42 Tuition reimbursement, 164 Turnover, 14–15, 139, 247, 248 Unionized settings, and supervisors, 17 Unplanned L & MD, definition, 23 Vacancy, case study, 3–5 Values, 48, 121–23 Vendors, 104–6, 161, 207, 238, 239 Videotapes, 153 Visioning, 211, 212 Voluntary courses, 165 Voluntary termination, 247 Women: and career planning programs, 139; management opportunities, 15; as planned L & MD targets, 45; and sponsorship, 192–94 Work cycles, 107 Work groups, 204, 250; versus teams, 251–52 Work plan, 105 Work process re-engineering, 249 Work setting, 151 World Wide Web, 155 Written coaching, 190 Yoga, 211, 212 Zimmerle, D., 166 ... Library of Congress Cataloging-in-Publication Data Rothwell, William J., 1951– Building in-house leadership and management development programs : their creation, management, and continuous improvement / William J Rothwell and H.C Kazanas p cm.. .and teaching, Leadership Page i Building In-House Leadership and Management Development Programs Page ii This page intentionally left blank Page iii Building In-House Leadership and Management. .. Preface ix I Leadership and Management Development: Background Issues 1 Defining Leadership and Management Development II Planning and Designing the Leadership and Management Development Program