The Migration of Technical Personnel into Management: Implications for Selection, Promotion, and Mot - PowerPoint PPT Presentation

1 / 16
About This Presentation
Title:

The Migration of Technical Personnel into Management: Implications for Selection, Promotion, and Mot

Description:

... computer specialists, and other scientific and non-scientific personnel ... culture diagnosis. Survey feedback/focus grp. Culture change efforts. Conflict mgt. ... – PowerPoint PPT presentation

Number of Views:28
Avg rating:3.0/5.0
Slides: 17
Provided by: caseymu
Category:

less

Transcript and Presenter's Notes

Title: The Migration of Technical Personnel into Management: Implications for Selection, Promotion, and Mot


1
The Migration of Technical Personnel into
Management Implications for Selection,
Promotion, and Motivation
  • Dr. Fred Mael
  • January 21, 1999

2
Agenda
  • The general problem
  • The client, AIR, and APS
  • Needs analysis and surveys
  • Findings
  • Training recommendations
  • Proposed interventions

3
The Problem
  • Scientists moving into management
  • perceived lack of effectiveness of
    scientist/managers
  • dissatisfaction among scientist/managers
  • Individual Differences
  • temperament
  • career orientation
  • professions

4
The Client
  • Scientific laboratory
  • 450 employees
  • mixture of astronomers, physicists, computer
    specialists, and other scientific and
    non-scientific personnel

5
AIR and APS
  • AIR
  • training needs analysis
  • organizational survey
  • benchmarking study
  • Applied Performance Strategies
  • managerial training specialists

6
Training Needs Analysis
  • Identify managerial behaviors
  • frequency and importance of behaviors
  • self-ratings of effectiveness by managers
  • effectiveness ratings by all personnel

7
Organizational 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

8
Organizational 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)
10
Benchmarking Study
  • Best Practices versus Benchmarking
  • Similar scientific organizations
  • Focus on
  • transition into management
  • mentoring
  • management training

11
Benchmarking 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

12
Benchmarking 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

13
Success 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

14
Aspiration 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

15
Information 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.

16
Typology of Scientist/Managers
Willing
Not Willing
Capable
Not Capable
Write a Comment
User Comments (0)
About PowerShow.com