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PPT_Lecture_4_Training_and_Development_1_2_1_.pptx

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PPT_Lecture_4_Training_and_Development_1_2_1_.pptx

  1. 1. OPERATIONAL LEVEL
  2. 2. SENIOR MANAGEMENT LEVEL • Young Leaders Management Programme • European Leadership Programme • Global Leadership Programme
  3. 3. TRAINING PROCESS
  4. 4. CRITICAL INCIDENT
  5. 5. THE MANAGEMENT OF MANAGERS AND TALENTED STAFF • Studies by Handy and Storey (2000) • Costly • Staff mobility • Complex/ high-level of interpersonal skills • Long-term/ appraisal difficult • Context may not change in spite of individual development • Global trends: Excess of unskilled labour, shortage of Skilled • Involves careers and career management
  6. 6. MC DONALD’S :SENIOR MANAGEMENT LEVEL • Young Leaders Management Programme • European Leadership Programme • Global Leadership Programme
  7. 7. WHAT IS A CAREER? SCHEIN:
  8. 8. • Google: Motivation and Career Anchors Assessment •
  9. 9. PROFESSIONAL AND MANAGERIAL STOCK High likelihood of promotion- HIGH LOW High Current performance Stars ? Low ? ?
  10. 10. LOYALTY DILEMMA Accept Reject
  11. 11. MANAGEMENT DEVELOPMENT
  12. 12. MANAGEMENT DEVELOPMENT LEADERSHIP TRAINING • Copy the following • https://www.youtube.com/watch?v=OlXJ7xRU4K4
  13. 13. A QUICK SAMPLE: MANAGEMENT TRAINING MODELS: 1. ARISTOTLE’S THREE APPEALS
  14. 14. ETHOS,LOGOS,PATHOS • The Most Persuasive Combination Aristotle’s On Rhetoric to be the most important single work on persuasion ever written. • For when you try to persuade others, people first buy into you (ethos), then into your arguments (logos) and finally into their own conviction (pathos).
  15. 15. 2. CUTS LIKE A KNIFE: OCCAM’S RAZOR
  16. 16. ENTIA NON SUNT MULTIPLICANDA PRAETER NECESSITATEM” WILLIAM OF OCKHAM
  17. 17. •All things being equal, the simplest answer is usually the correct one.”
  18. 18. BLAKE AND MOUTON GRID
  19. 19. 3. ABILENE PARADOX • Please copy Video • Abilene Paradox, Communication Training, Organization Behaviors http://www.youtube.com/watch?v=z_iGdiYO7gI
  20. 20. ABILENE PARADOX • The Abilene paradox is a paradox in which a group of people collectively decide on a course of action that none of them really want to take but say they do because they think it's best for the team
  21. 21. HOW TO AVOID THE ABILENE PARADOX • . Reward critical thinking, for example, by appointing a devil's advocate. 2. Do not mistake silence for consent. If people are quiet, find out what they think. 3. Don’t state your opinion too early. Be the last to speak so that people don't copy you. 4. Give meeting participants time to think through major proposals. After initial enthusiasm wears off, they are much more likely to spot problems and weaknesses. 5. Invite group outsiders in and ask them to tell you what they think.

Notas do Editor

  • Training and development

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