Title: The Migration of Technical Personnel into Management: Implications for Selection, Promotion, and Mot
1The Migration of Technical Personnel into
Management Implications for Selection,
Promotion, and Motivation
- Dr. Fred Mael
- January 21, 1999
2Agenda
- The general problem
- The client, AIR, and APS
- Needs analysis and surveys
- Findings
- Training recommendations
- Proposed interventions
3The Problem
- Scientists moving into management
- perceived lack of effectiveness of
scientist/managers - dissatisfaction among scientist/managers
- Individual Differences
- temperament
- career orientation
- professions
4The Client
- Scientific laboratory
- 450 employees
- mixture of astronomers, physicists, computer
specialists, and other scientific and
non-scientific personnel
5AIR and APS
- AIR
- training needs analysis
- organizational survey
- benchmarking study
- Applied Performance Strategies
- managerial training specialists
6Training Needs Analysis
- Identify managerial behaviors
- frequency and importance of behaviors
- self-ratings of effectiveness by managers
- effectiveness ratings by all personnel
7Organizational Survey
- Managerial Motivation Scale
- 12 potential motivators
- three factors power, security, and burnout
- Manifest Needs Scale
- nAch, nAff, nDom, nAuton, social recog
- Desire for Upward Mobility Scale
- degree of motivation to be promoted
8Organizational Survey (cont)
- Organizational and Professional Identification
Scale - identification with STScI and/or profession
- Internal and External Effects of Transitioning
Scale - concerns about loss of status or prestige
9(No Transcript)
10Benchmarking Study
- Best Practices versus Benchmarking
- Similar scientific organizations
- Focus on
- transition into management
- mentoring
- management training
11Benchmarking Study (cont)
- Eight research laboratories in public and private
sector - Scientific, engineering, computer, and other
technical professions - All organizations promoted scientific and
technical personnel into management
12Benchmarking Study (cont.)
- About 36 successfully transition
- Considered a moderate to serious problem
- Problem areas were managing large projects,
performance management, and directive leadership - Some organizations use training, mentoring
programs, special projects, and counseling
13Success as a Transitioned Manager
- Predictors include
- Leadership motivated by power and influence
- Need for dominance
- Identification with the institute
- Comfort in dealing with interpersonal feelings
14Aspiration to Transition into Management
- Predictors include
- Need for Dominance
- Desire for upward mobility
- Leadership motivated by power and influence
- Leadership motivated by security and respect
- Less in favor of being highly specialized
- Comfort in dealing with interpersonal feelings
15Information Provided
Survey Component
Potential Interventions
Management Behaviors
- Job analysis
- Training needs analysis
- Training curriculum
- Training courses
- Training evaluation
- Perf. Mgt./Appraisal
- Self-directed search of
- motivation
- 360 feedback
- Input to selection,
- promotion, succession
- planning
Specific Global Motivation Scales
Individual differences in performance
managerial motivation
- Survey feedback/focus grp.
- Culture change efforts
- Conflict mgt.
- Compensation/dual track
Org. Cognitions and Attitudes
Org. culture diagnosis
Survey of Similar Organ.
Benchmarking
- Replicating work with
- benchmarked orgs.
16Typology of Scientist/Managers
Willing
Not Willing
Capable
Not Capable