Mgmt 484 Final Review

Only available on StudyMode
  • Download(s) : 9
  • Published : May 7, 2013
Open Document
Text Preview
MGMT 484: Exam 3 Study Guide

Chapter 9

1. What is development and how does it differ from training? Development refers to formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or future job and company.

[pic]

2. What are the four approaches to development? Understand the basic components of each.

Formal Education
Formal education programs include:
a. Off-site and on-site programs designed specifically for the company’s employees b. Short courses offered by consultants or universities c. Executive MBA programs
d. University programs in which participants actually live at the university while taking classes

Assessment
Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills

Used most frequently to:
– Identify employees with managerial potential
– Measure current managers’ strengths and weaknesses – Identify managers with potential to move into higher-level executive positions – Work with teams to identify members’ strengths and weaknesses, and factors that inhibit productivity

Interpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member Two types of interpersonal relationships used to develop employees: • Mentoring

• Coaching

Job Experiences
Relationships, problems, demands, tasks, or other features that employees face in their jobs Most employee development occurs through job experiences A major assumption is that development is most likely to occur when there is a mismatch between the employee’s skills and past experiences and the skills required for the job

3. Regardless of the approach used, what pieces of the process are common among effective programs? • The system must provide consistent (reliable) ratings • Feedback must be job-related (valid)

• The system must be easy to use, understandable, and relevant • The system must lead to managerial development

4. What types of tools and methods exist for assessment purposes? Have a basic understanding of these (for instance, the MBTI is an assessment tool—be familiar with the different components that it measures and what is can be used for)

• The Myers-Briggs (MBTI) is the most popular psychological test for employee development • Used for understanding such things as:
– Communication
– Motivation
– Teamwork
– Work styles
– Leadership
Examples of MBTI use:
Can be used by salespeople who want to become more effective at interpersonal communication by learning things about their own personality styles and the way they are perceived by others Can help develop teams by matching team members with assignments that allow them to capitalize on their preferences Can help employees understand how the different preferences can lead to useful problem solving

5. How are mentors and coaches different? What are the different functions they perform? • Coach – a peer or manager who works with employees to motivate them help them develop skills provide reinforcement and feedback • The best coaches are:

– Empathetic
– Supportive
– Practical
– Self-confident
• They also do not appear to know all the answers • Three roles that a coach can play:
• One-on-one with an employee, providing feedback based on...
tracking img