Question

Challenges to Employee Development Special challenges in employee development include overcoming the barrier that keeps women and minorities from obtaining top jobs, known as the glass ceiling; preparing for the retirement of leaders, a process known as succession planning; and addressing the problem of dysfunctional managers. To address the glass ceiling, companies need to implement development systems that ensure that minorities and women have access to developmental job experiences and developmental relationships. To have an effective succession-planning program, organizations need to identify and develop high-potential employees for management positions. Dysfunctional managers could benefit from additional development to help them succeed. A well-designed system for employee development can help organizations face three widespread challenges: the glass ceiling, succession planning, and dysfunctional behavior by managers. This activity is important because it gives you the opportunity to review several examples of challenges in employee development. The goal of this activity is to discuss how organizations are meeting the challenges of the "glass ceiling," succession planning, and dysfunctional managers. Read each scenario, then select the appropriate category to which it refers.
1. Angela Martinez had difficulty finding a mentor as a Latin American woman.
2. Our organization systematically evaluates high potential employees that we believe can succeed in higher-level business positions.
3. To overcome what would be considered "toxic behaviors", Julie practiced role plays with her coach.
4. Although John, our CEO may be retiring soon, our organization has provided development experiences for candidates to succeed in his role.
5. Our manager, Tom, is arrogant and abrasive, which alienates people both inside and outside of the organization.
6. Our organization provides job assignments based on the successful career paths of past upper managers.
7. The Executive Team at our organization consists of seven men and one woman.
8. Our organization offers Individual Coaching for Effectiveness (ICE) for managers deemed to display dysfunctional behaviors.
9. Our organization tends to have an "old boy’s network" that excluded women from key promotions and positions of power.

Answer 1

Answer:

1. Angela Martinez had difficulty finding a mentor as a Latin American woman.  ⇒ REFERS TO GLASS CEILING

2. Our organization systematically evaluates high potential employees that we believe can succeed in higher-level business positions.  ⇒ REFERS TO SUCCESSION PLANNING

3. To overcome what would be considered "toxic behaviors", Julie practiced role plays with her coach.  ⇒ REFERS TO DYSFUNCTIONAL MANAGERS

4. Although John, our CEO may be retiring soon, our organization has provided development experiences for candidates to succeed in his role.  ⇒ REFERS TO SUCCESSION PLANNING

5. Our manager, Tom, is arrogant and abrasive, which alienates people both inside and outside of the organization. ⇒ REFERS TO DYSFUNCTIONAL MANAGERS

6. Our organization provides job assignments based on the successful career paths of past upper managers.  ⇒ REFERS TO SUCCESSION PLANNING

7. The Executive Team at our organization consists of seven men and one woman.  ⇒ REFERS TO GLASS CEILING

8. Our organization offers Individual Coaching for Effectiveness (ICE) for managers deemed to display dysfunctional behaviors. ⇒ REFERS TO DYSFUNCTIONAL MANAGERS

9. Our organization tends to have an "old boy’s network" that excluded women from key promotions and positions of power. ⇒ REFERS TO GLASS CEILING

Explanation:

Glass ceiling refers to barriers laid out that prevent certain employees from advancing within an organization.

Succession planning takes place when high potential employees are trained and followed in order to fill future vacant managerial positions.

Dysfunctional managers are managers that fail to do their job properly because they do not trust their employees and try to make all important decisions themselves. They really do not want to manage other people's work, instead they believe that only they can do it right.