Mgmt Dev The Ama Way
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Transcript of Mgmt Dev The Ama Way
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Terrence SeamonPortfolio Manager
American Management Association
Management Development the AMA Way!
Peg PettingellInstructional Designer
American Management Association
Daniel TobinVice President
Instructional Design and Development American Management Association
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Photo of terry, dan and peg talking
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Thought Leader Perspectives
“The AMA Guide to Management Development by Daniel Tobin and Margaret Pettingell is a valuable resource full of best practices for uncovering management potential in your employees.”
—Ken Blanchard, co-author of The One Minute Manager
“Tobin and Pettingell have masterfully synthesized and integrated the complex and often confusing domain of management and leadership development.”
—Dave Ulrich, Professor, Ross School of Business
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Daniel R. Tobin andMargaret S. Pettingell
The AMA Guide to Management Development
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Some Business Challenges
Global perspectiveGenerational differencesTechnologyBasic skills
AMA Response:Develop competency modelMap AMA seminars to modelDetermine learning paths
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Photo of terry, dan and peg talking
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Audience
Training
Human Resources
Leadership
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Four Levels of Management
Individual professionals
First-level managers
Mid-level managers
Functional managers
—Leadership Pipeline, Charan and Drotter
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The Manager–Employee Relationship
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The AMA Management Development Competency Model
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Example: Presentation Skills
Individual contributor – communicates to peers, boss, teamMid-level manager – communicates to employees, senior managementSenior-level manager – communicates to employee population, board of directors, stock analysts, etc.
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Validation Survey
622 people
Half focused on an exceptional manager
Half focused on an average manager
Rated the 46 competencies
Ranked top 10 competencies
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Highest and Lowest Rated Competencies by Managerial Effectiveness
Competency Mean*
Action Orientation 4.27
Customer Focus 4.25
Decision Making 4.18
Critical & Analytical Thinking 4.16
Building Trust & Personal Accountability 4.15
Results Orientation 4.15
Problem Solving 4.13
Self Confidence 4.10
Managing & Leading Change 4.10
Highest Rated Competencies for Exceptional Managers
Competency Mean*
Self Development 2.24
Managing People for Performance 2.25
Developing Top Talent 2.28
Emotional Intelligence 2.30
Interpersonal Savvy 2.31
Building Teams 2.32
Driving Innovation 2.32
Coaching 2.35
Motivating Others 2.36
Building Trust & Personal Accountability 2.37
Managing Conflict 2.38
Lowest Rated Competencies for Average Managers
* Mean ratings are based on the five-point effectiveness scale. Competencies in red are common across groups.
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Top Competencies by Managerial Effectiveness*
Self Confidence 58%
Building Trust & Personal Accountability 45%
Critical & Analytical Thinking 41%
Building Teams 39%
Action Orientation 38%
Flexibility & Agility 37%
Time Management 32%
Managing People for Performance 31%
Creative Thinking 31%
Problem Solving 31%
Building Trust & Personal Accountability 46%
Managing People for Performance 44%
Building Teams 40%
Oral Communication 37%
Building Relationships 31%
Motivating Others 30%
Managing Conflict 29%
Time Management 29%
Flexibility & Agility 25%
Empowering Others 23%
Exceptional: Top Strengths Average: Top Development Needs
* Respondents rating Exceptional Managers were asked to select top strengths (no more than 10), whereas respondents rating Average Managers were asked to select greatest areas for improvement (no more than 10). Competencies in red are common across groups. 20
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Greatest Differences between Exceptional and Average Manager Groups
Competency Mean Difference
Building Trust & Personal Accountability 1.78
Building Teams 1.75
Managing & Leading Change 1.70
Motivating Others 1.67
Managing People for Performance 1.66
Flexibility & Agility 1.62
Building Relationships 1.62
Interpersonal Savvy 1.61
Influencing 1.61
Empowering Others 1.61
Developing Top Talent 1.61
Self Development 1.60
Action Orientation 1.59
Statistically significant differences were detected between the Average and Exceptional groups for all 46 AMA competencies. However, the greatest mean differences were detected in competencies that focused on interpersonal relationships.
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Uses of Competency Models
Selecting
Assessing
Developing
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The Manager–Employee Relationship
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Evaluation
Know expectationsKnow what to measure
Start with the end in mind!
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The Learning Contract
Part 1: Define Learning NeedsPart 2: Develop a Learning PlanPart 3: Apply Learning to Work and Measure Results
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The Learning Contract
Part 1: Define Learning NeedsPart 2: Develop a Learning PlanPart 3: Apply Learning to Work and Measure Results
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Future of Management Development
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Generation Y ( Millenials)
Know technologyLike to collaborateWant to continue learningHave a global perspectiveWant work/life balance
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Generation Y ( Millenials)
Know technologyLike to collaborateWant to continue learningHave a global perspectiveWant work/life balance
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Future Perspectives
David Ulrich, University of Michigan
Marshall Goldsmith, Leading Executive Coach
Henry Mintzberg, McGill University
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HR Responsibilities for Talent Management
Assisting succession planning
Identifying internal talent
Leading talent reviews
Planning developmental assignments
Coaching
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Comparison of the Role of Trainer vs Learning Facilitator
Trainer
Focuses on the acquisition of knowledge and skills
Sees responsibility ending when the employee leaves the classroom
Measures success by how satisfied the employee is with the training experience
Facilitator
Focuses on the application of knowledge and skills to the job
Sees responsibility ending when employee completes the learning activity AND applies learning to work
Measures success by how effectively learning transfers to the job and makes positive difference in business results
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Daniel R. Tobin andMargaret S. Pettingell
The AMA Guide to Management Development
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Webcast Follow-ups: $200 discountFor Additional Training on This Topic, Consider these AMA Seminars :
Talent Management (#8116)Fundamentals of Human Resource Management(#8506)Successfully Managing People (#2295)The Effective Facilitator: Maximizing Involvement and Results (#2578)Kirkpatrick's Four Levels: Increasing Training Effectiveness Through Evaluation (#8532)
Use Promo Code: LA5A for $200 Discount(must register before 11/28/08)
www.amanet.org or1-800-262-9699
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Upcoming Webcasts
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