Executive Self-Development: Real Learning in Real Situations

260 Pages·1974·20.676 MB·English

by  Hawdon Hague (auth.)

EXECUTIVE SELF-DEVELOPMENT
By the same author
MANAGEMENT TRAINING FOR REAL
EXECUTIVE
SELF-DEVELOPMENT
REAL LEARNING IN REAL SITUATIONS
Hawdon Hague
Managing Partner of Context Training
© Hawdon Hague 1974
Softcover reprint of the hardcover 1st edition 1974 978-0-333-15199-0
All rights reserved. No part of this publication may be
reproduced or transmitted, in any form or by any means,
without permission
First edition 1974
Reprinted 1975, 1979
Published by
THE MACMILLAN PRESS LTD
London and Basingstoke
Associated companies in Delhi
Dublin Hong Kong Johannesburg
Lagos Melbourne New York
Singapore Tokyo
ISBN 978-1-349-02029-4 ISBN 978-1-349-02027-0 (eBook)
DOI 10.1007/978-1-349-02027-0
This book is sold subject
to the standard conditions
of the Net Book Agreement
Contents
List of F£gures x
Foreword Xl
Preface Xlll
Sub-Preface for Chief Executives xv
Sub-Preface for Managers Concerned to Develop XVll
their Subordinates
Sub-Preface for Managers Concerned to Develop XIX
Themselves
Sub-Preface for Training and Development SpeC£alists XXI
SELF-DEVELOPMENT RATHER THAN 'TRAINING'
1 THE NEED FOR A NEW APPROACH 3
1.1 'Training' Not the Answer 4
1.2 Self-Development 7
2 HISTORY OF MANAGEMENT TRAINING AND
DEVELOPMENT
2.1 History of Management Training 9
2.2 History of Management Development 13
2.3 Old Method of Defining Training Needs
2.3.1 Job Descriptions 17
2.3.2 Performance Appraisals 23
2.3.3 Potential Appraisal 27
2.3.4 Training Needs Analysis 30
v
Contents
VI
THE REAL NEEDS
3 INDIVIDUAL NEEDS
3.1 Individual Technical Needs 35
3.2 Individual Psychological Needs 39
3.3 Balance of Technical and Psychological Needs
3.3.1 New Entrants to Management 43
3.3.2 The High-Flyer 43
3.3.3 Top Managers 43
3.3.4 'Backbone'Managers 44
4 ORGANISATIONAL NEEDS
4.1 Organisational Physical Needs 46
4.1.1 Management Manpower Planning 46
4.1.2 Succession Planning 52
4.1.3 Recruitment and Induction 56
4.2 Organisation Structure Needs 57
4.3 Organisation Spirit Needs 60
5 DIAGNOSING THE WIDER NEEDS
5.1 Self-Assessment 64
5.2 Interviews 65
5.3 New Approach to Potential Appraisal 71
5.4 Survey by Behavioural Scientists 73
DEVELOPMENT TOOLS
6 THE ARGUMENT FOR SELF -DEVELOPMENT
6.1 Learning Theory 77
6.2 How This Conflicts wi th Expectations 79
6.3 A Model of the Learning Process 81
7 COACHING BY LINE MANAGERS
7.1 Formal Appraisals 83
7.2 Methods of Coaching 85
7.3 Tactics
7.3.1 When to Coach 87
7.3.2 The Barriers to be Overcome 88
7.3.3 What Speed is Possible? 89
7.4 How to Get Coaching Started 90
Contents VII
8 COACHING BY SPECIALISTS
8.1 Coaching of Top Management 93
8.2 Individual Coaching 95
8.3 Coaching of Working Teams 97
8.4 Process Consultation 100
9 PROJECTS
9.1 Selection of Projects 103
9.2 Team Projects 107
9.3 Individual Projects 108
9.4 The Role of the 'Tutor' 109
9.5 Reviewing Projects 110
10 PLANNED AND UNPLANNED EXPERIENCE
10.1 Planned Experience 112
10.2 Unplanned Experience 115,
10.3 Junior Boards 118
11 COURSES
11.1 External Courses 120
11.2 Internal Courses 123
11.3 Training Aids 125
12 IMPROVING STUDYING TECHNIQUES
12.1 Reading 128
12.2 Listening 131
STRATEGIES FOR EFFECTIVE DEVELOPMENT
13 SPECIAL PROBLEMS - AND SOLUTIONS
13.1 Real Resistances 137
13.2 Finding the Time 138
13.3 Initial Lack of Glamour 140
13.4 Conflicting Motivations 141
14 PROGRAMMES FOR SPECIAL GROUPS
14.1 Graduate Trainees 143
14.2 Masters of Business Administration 144
14.3 Mid-Career Trainees 145
Vlll Contents
14.4 Difficult Cases
14.4.1 Frustrated Managers 148
14.4.2 Self-Satisfied Managers 149
15 HOW TO 'SELL' THE IMPORTANCE OF
DEVELOPMENT 151
15.1 Evaluation 152
15.2 State the Obvious 152
15.3 The Marketing Approach 154
15.4 Fasten on to a Major Change 154
15.5 Human Asset Accounting 155
15.6 Professionalism 158
16 STRATEGIES FOR INTRODUCING
SELF- DEVELOPMENT
16.1 Strategy for an Established Training
Function 160
16.2 Strategy for a New Function 162
16.3 Strategy for Small Firms 166
17 RESOURCES AVAILABLE
17.1 Internal Staffing 171
17.2 Organisation Development Consultants 173
17.3 External Catalysts 175
17.4 Behavioural Courses for Top-Level
Unfreezing 178
SUMMARIES
18 IMPLICATIONS FOR 'TRAINERS'
18.1 The Old Approach and Relationship 183
18.2 The New Approach and Relationship 186
18.3 The Old Abilities 190
18.4 The New Abilities 193
19 CHECKLIST OF NECESSARY CONDITIONS FOR
SUCCESS
19.1 Informed Top Level Support 198
19.2 Adequate Initial Unfreezing 199
19.3 Early Successes 200
Contents IX
19.4 Measurable Objectives (as soon as possible) 202
19.5 Competent Staffing 203
19.6 External Assistance 204
APPENDIXES
1 Case Study of Definition of Training Needs by 209
Self-Assessment
2 Case Study of Extended Course with Built-In Projects 211
3 Case Study of Teaching by Projects Alone 217
4 Case Study of Coaching of Chief Executive 222
5 Shorter Case Studies to Illustrate the Relationship
between Developing Managers and Developing the
Organisation
Example 1 227
Example 2 230
Example 3 231
Example 4 233
Conclusions 235
References 237
Index 239