" TLP" Test of Managerial Potential

TLP Test of Managerial Potential
play offs homer pitcher unstrikeout manager take a walk sinker at double play bat screwball single fly out catcher
punt
grounder
fast ball
over the fence dugout bull pen pitch-hitter umpire
left field
7th inning stretch steal second
stolen base
touchdown punt pass

huddle
quarterback
offense / defense
goal
hand off
extra point
time out
half-time
end run
game plan
tackle
man-to-man coverage line secondaryscrimmage kickoff interception touchback
zone coverage
basket
dribbling
penalty
layup dunk foul rebound
Management in a Changed Environment
Goals Goals
Environment Environment
Response Response Profile Profile
History History
Capabilities Capabilities
Goals Goals
History History
Opportunities Threats&
&Strengths Capabilities Capabilities Weaknesses
Goals Where does it Goals ?want to go What challenges ?does it face

History History
Where is it ?coming from ?What can it do

Goals Goals
History History
Goals Goals
History History
What happens when the business environment changes dramatically? What happens when a company faces a new set of ?opportunities and threats
Goals Goals
History History
a large majority of organizational( 1) transformations were accomplished via rapid and discontinuous change over most or all domains of ,organizational activity small shanges in strategies,( 2) structures, and power distributions did not accumulate to produce fundamental transformations, and major environmental changes and( 3) chief officer succession influenced .transformations
Elaine Romanelli and Michael L. Tushman,
Dont just ...stand there !do something
Goals Goals
History History
Goals Goals
History History
The obvious managerial :response is to
Shift the companys goals to match environmental opportunities and threats destroy historical links paradigm shift strategic planning/learning processes ownership changes
Goals Goals
History History
The obvious managerial :response is to
Shift capabilities to match goals change organizational structure retrain managers and employees recruit new managers and employees change boundaries of company ..((mergers, acquisitions, etc
s F Goals S KShift barriers low exit

customer competition
Shift Capabilities
flexible resource base (capital, geographic (locations, people flexible and fluid structure lean/flat organization ability to steal (ideas, ..(methods, etc emphasis upon process and issue management
as opposed to functional management and/or business unit management
excellent understanding of environment
culture encouraging risk taking smooth and quick decision-making processes open communication speedy implementation
What does all of this have to do with my role ?as a HR manager
Goals Goals Needs
Environment
Response Profile
History
Goals Goals Needs
Goals Goals Needs
ganization
Goals Goals Needs
Goals Goals Needs
ganization
QWL Satisfaction Motivation
Goals Goals Needs
Goals Goals Needs
Demographics
Capabilities Capabilities Capabilities Capabilities
ganization
Goals Goals Needs
Goals Goals Needs
ganization
Intelligence Aggressiveness Personality Motivation Mobility Role perceptions Leadership Ethics Education Technical skills Managerial skills Leadership Professional experiences
Organizational Organizational
Goals Goals
Human Resources managers face two very different types of conflict between organizational goals and individual capabilities
Individual Individual
Goals Goals
In declining business organizations, a gap develops if individual capabilities increase at a faster rate than business goals/needs or if .business goals/needs decline In such companies, employees become frustrated because they do not have sufficient opportunities for .personal growth
Goals Goals
In growing business organizations, a gap develops if individual capabilities increase at a slower .rate than business goals/needs In such companies, management becomes frustrated by the lack of appropriate talent to support .organizational growth
Goals Goals
A failure to close the gap by increasing individual capabilities (or, the capabilities of groups of individuals) can force a growing organization to lower its business goals by abandoning .opportunities or giving in to threats Thus, HR efforts in growing organizations should focus upon closing the gap by increasing individual capabilities (or, the capabilities of groups of individuals) so that they match the business goals .as they develop
Labor Market
Internal Strategic
Long-term
External
x x
Tactical
Short-term
HR Focus
Goals Goals
HR Efforts to close this gap :take two forms

Strategic HR: Long-term efforts to
increase the capabilities (i.e...., human capital) of the employee .population
Tactical HR: Short-term efforts to

.change the employee population
Goals Goals
Strategic HR: Long-term efforts to

increase the capabilities (i.e..., human capital) of the employee .population proactive; offensive HR initiates and monitors require that HR be able to anticipate future business needs
Goals Goals
(:Strategic HR (Long-term efforts :Examples managerial and employee training educational leaves of absence career paths mentoring horizontal transfers temporary outplacement to customers & strategic partners strategic recruitment (recruitment (to future positions
Goals Goals
Tactical HR: Short-term efforts to

.change the employee population reactive; defensive ?HR monitors and initiates often require that HR decrease its emphasis upon employees as the main clients
Goals Goals
(Tactical HR (Short-term efforts :Examples counselling layoffs outplacement recycling golden parachutes early retirements recruitment for current needs
s Goals Shift SF exit barriers K low

excellent understanding of environment
customer competition
Shift Capabilities
internal diversity over-qualification flexible resource base (capital,

.(geographic locations, etc
culture encouraging risk taking smooth and quick decision-making processes open communication speedy implementation
flexible employee base flexible and fluid structure lean/flat organization ability to steal (ideas,
.(methods, etc
rapid recruitment and decruitment emphasis upon process and issue management
as opposed to functional management and/or business unit management

" TLP" Test of Managerial Potential

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TLP Test of Managerial Potential

over the fence dugout bull pen pitch-hitter umpire

7th inning stretch steal second

touchdown punt pass

man-to-man coverage line secondaryscrimmage kickoff interception touchback

layup dunk foul rebound

Management in a Changed Environment

Response Response Profile Profile

Response Response Profile Profile

&Strengths Capabilities Capabilities Weaknesses

Goals Where does it Goals ?want to go What challenges ?does it face

Response Response Profile Profile

Where is it ?coming from ?What can it do

Response Response Profile Profile

Response Response Profile Profile

Response Response Profile Profile

Dont just ...stand there !do something

Response Response Profile Profile

Response Response Profile Profile

The obvious managerial :response is to

Response Response Profile Profile

The obvious managerial :response is to

s F Goals S KShift barriers low exit

excellent understanding of environment

What does all of this have to do with my role ?as a HR manager

Goals Goals Needs

Goals Goals Needs

Goals Goals Needs

Goals Goals Needs

Goals Goals Needs

QWL Satisfaction Motivation

Goals Goals Needs

Goals Goals Needs

Goals Goals Needs

Goals Goals Needs

HR Efforts to close this gap :take two forms

Tactical HR: Short-term efforts to

Strategic HR: Long-term efforts to

Tactical HR: Short-term efforts to

s Goals Shift SF exit barriers K low

internal diversity over-qualification flexible resource base (capital,

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