This chapter begins by discussing the relationship between development, training, and careers. Then, four approaches (education, assessment, job experiences, and interpersonal relationships) used to develop employees, managers, and executives are presented. The third section of the chapter provides an overview of the steps of the development planning process. The chapter concludes with a discussion of special issues, including succession planning, dealing with dysfunctional managers, and melting the glass ceiling.
After studying this chapter, the student should be able to:
1. Discuss the current trend in using formal education for development.
2. Discuss how assessment of personality type, work behaviors, and job performance can be used for employee development.
3. Develop successful mentoring programs.
4. Explain how job experience can be used for skill development.
5. Explain how to train managers to coach employees.
6. Discuss the steps in the development planning process.
7. Discuss the employees’ and company’s responsibilities in the development planning process.
8. Explain what companies are doing for management development issues including succession planning, melting the glass ceiling, and helping dysfunctional managers.
Extended Chapter Outline
Note: Key terms appear in boldface and are listed in the “Chapter Vocabulary” section.
Opening Vignette: Jewell Food Stores
Jewell Food Stores has supermarkets located in Illinois, Indiana, Iowa, and Wisconsin. Jewell is notorious for developing managerial talent. The company recruits talent from local colleges and places them in accelerated development programs. Jewell believes that quality managers are necessary to create optimal working conditions and store performance. The company’s management program has produced top-level managers at Toys R Us, Staples, and Kmart.