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1.1.1.1.1.1 Competing Through Sustainability:
Patient Satisfaction Depends on Management Development
NYP Hospital is the largest not-for-profit hospital in the US. The hospital’s mission includes “…
a safe working environment, competitive compensation, and the opportunity for career
advancement to its staff.” They utilize an 18 month, 3 phase “Build Tomorrow’s Leadership”
program to help managers develop problem-solving, collaboration, communications, and
decision making skills.
Discussion Question
1. What development approaches are used in NYP’s “Build Tomorrow’s Leadership”
program? How do they encourage managers’ development?
The program is a 3 phase approach that includes development planning and leadership
2. What other development approach might also be useful to add to this program? Why
would it be useful?
Student responses will vary here. Perhaps one direction could be to include
1.1.1.1.1.2
1.1.1.1.1.3 IV. Special Issues in Employee Development
1.1.1.1.1.3.1 A. Melting the Glass Ceiling
1. The glass ceiling is a barrier to advancement to the higher levels of the
organization. This barrier may be due to stereotypes or company systems
that adversely affect the development of women or minorities.
2. Managers making developmental assignments need to carefully consider
whether gender biases or stereotypes are influencing the types of
assignments given to women versus men.
Example: Safeway has taken steps to help women advance into
management. A woman’s initiative, Championing Change for Women: An
Integrated Strategy, includes programs that focus on leadership
development, mentoring and work/life balance. To help support women’s
success, the company ensures that women who work part-time and use
flexible schedules have similar opportunities for coaching, advancement,
and development.
1.1.1.1.1.4 Integrity in Action:
Mentoring Gone Awry Ends Rather than Helps Careers
When a mentoring relationship between a male mentor and female protégé goes across the line
from professional to personal, it can spell disaster for one or both participants. The scenario
overviewed is that of General David Petraeus, who recently resigned as CIA Director after such a
situation was revealed concerning him and a previous protégé.
Discussion Question
1. The reality in the workplace is that men still hold the majority of leadership positions in
organizations. Women need these male mentors to provide the visibility, assignments, and
coaching necessary to help them develop the skills necessary for top management
positions. However, many senior male leaders avoid mentoring women for fear that they
will be accused of having an affair or sexual harassment. What recommendations would
you have for how to encourage top company leaders to mentor women and keep the
relationship professional (rather than romantic)?
Student responses will vary – and likely widely based on previous experiences and beliefs
1.1.1.1.1.4.1.1 B. Succession Planning
1. Succession planning primarily involves the identification and tracking of
high-potential employees capable of filling higher-level managerial
positions. High-potential employees are those that the company believes
are capable of being successful in higher-level managerial positions.
These employees typically participate in fast-track development programs
that involve education, executive mentoring and coaching, and rotation
through job assignments.
2. Research suggests that the development of high-potential employees
involve three stages: In Stage I, high-potential employees are selected. In
Stage II, high-potential employees receive development experiences. In
Stage III, high-potential employees usually have to be seen by top
management as fitting into the company's culture and having the
personality characteristics needed to successfully represent the company.
3. The 9-box grid is a three-by-three matrix used by groups of managers and
executives to compare employees within one department, function,
division, or the entire company
2
2.1.1 A Look Back
2.2 The chapter opener described ESPN’s employee development programs.
2.3
2.4 Questions
1. ESPN requires all employees to complete an individual development plan (IDP). What
should be included on an effective development plan?
Development plans usually include descriptions of strengths and weaknesses, career
2. How could ESPN identify employees with the potential for top leadership positions?
While the responses to this question may vary, students should identify the fact that
3. Why does most development occur at ESPN through experiences rather than by attending
courses?
The issue here is that due to the nature of the business they compete in, employees at
job.
2.5 Chapter Vocabulary
These terms are defined in the "Extended Chapter Outline" section.
3 Development
Protean career
Psychological success
Development planning system
Action plan
Formal education programs
Tuition reimbursement
Assessment
Myers-Briggs Type Indicator (MBTI)
Assessment center
Leaderless group discussion
Interview
In-Basket
Role plays
Performance appraisal
Upward feedback
360-degree feedback systems
Job experiences
Job enlargement
Job rotation
Transfer
Promotions
Downward move
Temporary assignment
Sabbatical
Mentor
Group mentoring programs
Career support
Psychological support
Coach
Glass ceiling
Succession planning
High-potential employees
9-box grid
Discussion Questions
1. How could assessments be used to create a productive work team?
Assessment could be used to create a productive work team by selecting individuals that
2. List and explain the characteristics of effective 360-degree feedback systems.
An effective 360-degree feedback system is where employees’ behaviors and skills are
evaluated not only by subordinates, but also by peers, customers, their bosses, and
themselves. The raters are given a questionnaire to complete asking them to rate the
person on a number of different dimensions. Raters are often asked to rate the degree to
3. Why do companies develop formal mentoring programs? What are the potential benefits for
the mentor? For the protégé?
Companies develop mentoring programs because it allows employees to increase their
knowledge and develop skills by interacting with a more experienced employee. A
mentor is an experienced, productive senior employee who helps develop a less
Mentoring relationships provide opportunities for mentors to develop their interpersonal
4. Your boss is interested in hiring a consultant to help identify potential managers among
current employees of a fast food restaurant. The manager’s job is to help wait on
customers and prepare food during busy times, oversee all aspects of restaurant
operations (including scheduling, maintenance, on-the-job training, and food purchase),
and help motivate employees to provide high-quality service. The manager is also
responsible for resolving disputes that might occur between employees. The position
involves working under stress and coordinating several activities at a time. She asks you
to outline the type of job assessment program you believe would do the best job of
identifying employees who will be successful managers. What will you tell her?
The best type of assessment program that should be used is the MBTI. One reason for
this is because to become a manager in a type of stressful and active atmosphere as a
5. Many employees are unwilling to relocate because they like their current community, and
spouses and children prefer not to move. Yet employees need to develop new skills,
strengthen skill weaknesses, and be exposed to new aspects of the business to prepare for
management positions. How could an employee’s current job be changed to develop
management skills?
Some ways that an employee’s current job could be changed to develop his or her
leadership skills include job rotation assignments, enlarging the current job by adding
6. What are some examples of sabbaticals and why are they beneficial?
A sabbatical is a leave of absence from the company for personal reflection, renewal, and
7. What is coaching? Is there one type of coaching? Explain.
Coaching is when a peer or manager works with an employee to motivate him, help him
develop skills, and provide reinforcement and feedback. Coaching can take on three
8. Why are many managers reluctant to coach their employees?
Managers are reluctant to coach their employees because they would rather avoid
confrontation so they are reluctant to discuss performance issues with even a competent
9. Why should companies be interested in helping employees plan their development? What
benefits can companies gain? What are the risks?
This question could be used as a brainstorming exercise in which students try to think of
as many benefits as they can. Some benefits would include improved employee morale if
10. What are the manager’s roles in a development system? Which role do you think is most
difficult for the typical manager? Which is the easiest role? List the reasons why
managers might resist involvement in career management.
The manager’s roles in a career management system include self-assessment, reality
check, goal setting, and action planning. In self-assessment managers’ provide
The most difficult role is the reality check role because here managers’ have to
communicate with their employees about their performance and evaluations. This may
Managers may resist involvement in the management career program because they may
11. Draw the 9-box grid. How is it useful for succession planning?
An example of a 9-box grid can be found on page 440 (Figure 9.5). They are useful in
12. Nationwide Financial, a 5,000 employee life insurance company based in Columbus Ohio,
found that their management development program contained four types of managers.
One type, unknown leaders, have the right skills but their talents are unknown to top
managers in the company. Another group, arrogant leaders believe they have all the skills
they need. What types of development program would you recommend for these
managers?
