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uman Resouce ManagementBill McLennan 27/03/20
sources Management
Human Resources
ManagementBill McLennan
Sub title: How to breed top-quality managers and top-echelon leaders: the ABSexperience
27/03/2003 [email protected] 2
Introductionn Skilled, motivated people are the
most important assets in any
statistical office
n Choose your people wisely; then
manage them welln No Chief Statistician is stronger
than his/her agencys weakest
manager
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Chutes and Ladders:Growing the General
Managern Thomas V Bonoma & Joseph C
Lawler
n Sloan Management Review, 27,
Spring 1989
27/03/2003 [email protected] 4
How top managers getmade
n The chief statisticians mostimportant tasks involving junior
managers are selecting, training,motivating, and assigning them to
various jobs.
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n Good assignment paths willreinforce a managers strengths,
remove weaknesses, and producea better senior management
candidate.
27/03/2003 [email protected] 6
What does the ABS do?n Determine the up-and-comers
from the remainder of the
management pack
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n Identify top-managementcandidates from the pool of up-and
comers
n Provide assignment paths tominimise weaknesses in thegeneral management cadre
27/03/2003 [email protected] 8
The Up-and-ComersScreenn Identify candidates from middle
and senior levels with
management potential
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sources Management
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Functional Expertise
n No expertise; no future as amanager
n The specific area of expertise is
irrelevant
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Interest in People
n Successful management has moreto do with governing the efforts of
others than it has to do with tasks,policies, or programs
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n Managers who do not shift theirprimary focus from tasks to people
cannot become candidates for thegeneral management ranks
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Commitment to winning
n Most managers do not have the acompetitive will to win
n They mistake looking good for
winning!
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sources Management
27/03/2003 [email protected] 13
Creativity
n The rarest characteristic formembership in the up-and-comers
group
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n Top managers clearly dislikenonconformists, and people who
refuse to play by the rules
n But most top managers dislike
poor results even more than theydislike rule breakers!
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sources Management
27/03/2003 [email protected] 15
The General
Management Screenn Characteristics for leadership
ability
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Sensitivity
n A genuine empathy for others; it isthe starting point for managerial
wisdom
n The capacity for participation in
anothers feelings and ideas
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Perspective
n Managers gain perspective whenthey are wise in both familiar and
unfamiliar situation
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n Often shown by an ability, bydrawing on past experience, to ask
the kinds of questions that sparkinsight in subordinates
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sources Management
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Confidence
n Has a bias towards action
n Is not paralysed by analysis
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A Good Belly
n The most important characteristicis to have good instincts
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sources Management
27/03/2003 [email protected] 21
n Belly is the willingness to trust gutjudgement when there is little else
to inform decisions
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n The closer the person gets to thetop, the more often he/she will be
faced with decisions of this type.
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l mclennan@attglobal netHuman
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Assignments for Growthn Building sensitivity
n Building perspective
n Building confidence
n Building good instincts
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The key tool topmanagers have forforging strongersubordinates is howthese subordinates areassigned to jobs.