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TERM PAPER
MGT-512
LOVELY PROFESSIONAL UNIVERSITY
Semester 1st
-___________________________________________________________________
Introduction 3
Objective 4
Program includes
Leadership 6
Executive negotiation 10
Mgmt. expectation 11
Professional development 14
Benefits 16
3
Introduction
Executive development is the whole of activities aimed at developing the skills and
competencies of those that (will) have executive positions in organizations. While "executive"
and "manager" and "leader" are often used interchangeably, "executive" is commonly used to
signify the top 5% to 10% of the organization. Similarly, "development" and "training" and
"education" are often used as synonyms, however "development" is generally seen as the more
encompassing of the three in terms of activities that build skills and competencies.
While it is typical to find organizations that have dedicated corporate training & development
people and processes, it is not always the case that an organization will have a dedicated
executive development set of activities. In some organizations (typically large multi-nationals),
there is a separate executive development team, in other organizations executive development is
handled as one of many activities by the larger corporate training group, and in yet other
scenarios there is no executive development activity to speak of.
In contrast to other corporate training & development activities, which have as their core purpose
to build tactical skills for employees, executive development plays a different role for the
organization. Indeed some executive development is conducted for the purpose of building
tactical skills (sometimes referred to as "hard skills" such as business fundamentals- finance,
marketing, operations and also "soft skills" such as communication and team building), yet
executive development is also used to evaluate future potential future executives as well as a
mechanism for the CEO and the executive team to cascade their strategies, goals, and even
elements of the culture to the rest of the management team and ultimately the organization. In the
best of cases, executive development not only helps an organization execute its key strategies, it
can also help provide input to the strategy creation process. In this way, executive development
is much more strategic than typical corporate training & development which is used for most
employees of an organization.
While executive development continues to become enriched by many approaches, one approach, adult
development and its subfield Positive Adult Development is beginning to create opportunities for what
has been essentially reserved for academic research to become an increasing part of executive practices.
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Objectives
Broaden participants’ perspective and strategic thinking to enhance their general management
and leadership abilities.
Guide participants in strengthening their critical thinking, creative analysis, and problem
solving skills.
Refine participants’ functional skill base in the critical areas of finance, strategy, marketing,
decision making, and leadership.
Insights into the processes of negotiations and new ways for structuring these.
How your strategy builds (or doesn’t build) your company’s market value.
A framework for analyzing competitive strategies and how industry structure impacts
strategic leverage.
The executive decision making part of the course will help general and functional managers
develop consistently effective strategies and systematic approaches to decision making and
negotiations, dramatically improving their personal effectiveness and the productivity of their
organizations. It will highlight common conceptual traps, identify one’s strengths and
weaknesses, and discuss strategies for improving the quality of decision making.
Decision-making skills
Whether decisions are straightforward or complex a methodical and systematic approach will
lead to success.
• Setting objectives
• Collecting information
• Identifying alternative solutions
• Evaluating options
• Selecting the best option
• Brainstorming
• Ideas writing
• Disney method
• Setting well formed outcomes
• Mind Mapping
• Lateral thinking
• Six thinking hats
• Decision trees
• Ishikawa fishbone diagrams
• Force field analysis
• Future pacing
Participants will be equipped to recognize and overcome flaws in their negotiation and decision
making processes, develop frameworks for making sound decisions, analyze situations, improve
and practice their negotiation skills, and more effectively learn the right lessons from their
experience.
the Psychology of Judgment and Decision Making Process
• Framing decisions—structuring problems to reach appropriate solutions
• Assessing uncertainty—recognizing and avoiding common pitfalls in decision making
• Seeking information—asking the most informative questions
Leadership
This section examines how organizations can enhance performance through their people.
Specifically, it analyzes how to maximize individual value in light of the general trend toward
a shift from vertical chains of command to horizontal lines of cooperation. Due to this shift,
many leaders now have less types of power to draw from , therefore, it is important to be
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effective in the use of what is available. Leaders who understand and know how to use power are
more effective than those who do not or will not. To successfully influence the behavior of
others, leaders should understand the impact of power on the various leadership styles. These
leadership styles are possible to gain only through EDP. This can be possible as;
Success as a manager requires an understanding of the factors that shape individual and group
behaviors. Managers must be self aware as well as understand others’ attitudes, thoughts, and
beliefs. This section provides the tools and concepts to understand why people do what they do.
How do individuals’ defaults systematically bias actions in the workplace? How can an
improved understanding of these systematic biases change individual behaviors as well as impact
the behavior of others? How can a manager use this knowledge to drive organizational
effectiveness? This can be obtained;
The focus of this section of the program is on understanding how financial decisions affect the
firm’s value. It begins by examining the financial approach to managerial decision making.
Executives will leave with the background and tools for financial analysis. Topics include:
developing the ability to interpret financial statements, conducting a preliminary financial
analysis of a firm, and forecasting a firm’s financial performance. This section also focuses on
the interactions between financial structures and the value of the underlying real assets. Capital
budgeting and valuation methods will be covered. Mergers, acquisitions, and corporate
restructuring are illustrated through a series of examples and cases.
In today’s turbulent business world, most companies find themselves in complex competitive
environments where the formulation and execution of strategy are more critical than ever before.
In this part of the course, two key questions will be addressed: “What should I do as a general
manager?” and “How can I make it happen?” The focus will be on the strategic role of the
general manager in formulating and implementing plans in a realistic setting. Topics will include
Strategic architecture, industry analysis, competitive interactions, competitive pricing, customer
segmentation, and channel strategies. Participants will have an opportunity to apply innovative
marketing and strategy frameworks to their own competitive challenges
Understanding How Industry Structure and Competitive Position Restrict and Limit Choice
• Limitations of the usual strategy choices
• Understanding the rules of competition in industry and learning where strategic leverage is in
any business
Exploiting Strategic Leverage
• Why channels can become industry “fault lines”
• How to change the rules of the game
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Strategic marketing involves determining which customers your organization should serve,
which products and services it should offer them, and how. This session is intended to develop
an analytical framework for these decisions that permits managers to maximize their
organization’s return on marketing expenditures. Emphasis will be placed on developing a
position in the market place that provides value to customers that is not readily duplicated by
competitors. Thissession provides participants with an opportunity to learn how to conduct a
strategic customer analysis to determine how to (a) identify strategic customer segments, (b)
assess marketopportunities, (c) practice target marketing, (d) assess what customer’s value, and
(e) develop strategies to create sustainable competitive advantage.
As a beginning special librarian, learning to communicate with upper level management may
seem like a daunting task. It is a task worth undertaking and mastering as communicating
successfully will reap its rewards for the librarian as well as the information center. The
beginning special librarian should start at the beginning by orienting himself to the organization,
asking questions of upper level management, and defining management expectations. Moving
forward, the special librarian may demonstrate his performance abilities, increase awareness of
available services, promote the library to management, and keep management informed through
formal reports. Finally, the special librarian can progress from the library proper to the
boardroom and the professional arena in support of the organization.
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Negotiations
• Preparing for complex negotiations
• Managing joint decision making among a large group
• Common influence tactics and defenses
• Creative problem solving as a negotiation technique
• Techniques for creating value
• Quantitative tools for improving joint outcomes
• Multiple-issue contract negotiation
Orientation to Organization
An orientation to the organization whether formal or informal is an excellent way for the
special librarian to answer the question, “How do things really get done around here?” This
induction training can help the new employee in achieving the following objectives:
After the initial few weeks on the job, questions may have arisen in the mind of the special
librarian which upper level management is poised to answer. These questions can open the door
to communication. By addressing any issues up front, miscommunication in the future can be
avoided. Some of the questions that may need to be addressed include:
• How much time should be spent on technical services? Are any services outsourced?
• Are there situations where the librarian can take action independently? What actions
need prior approval of management?
• Are there suggestions that will help the librarian get off on the right track with library
staff?
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Management Expectations
Through an orientation and conversations with upper level management, the new special
librarian should have a clear understanding of management’s expectations for support of the
library and the library’s role in the organization. A thorough knowledge of the industry or
subject specialty as well as the organization itself is essential. The librarian must demonstrate
adequate professional qualifications, knowledge of databases, and administrative competence. It
is important for the librarian to keep management informed while developing a close rapport
with users. A review of expenditures and their cost effectiveness need to be addressed on a
regular basis.
• Saving the
organization money
• Saving employees
time
• Providing value-added
service by organizing
and synthesizing
information
• Helping employees to
meet deadlines
• Providing accurate,
helpful, and
appropriate
information
• Anticipating the needs
of users
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In addition, the special librarian must communicate to upper level management the desire to
continuously update his own competency level in a variety of areas. These acquired
competencies include:
Performance Abilities
The special librarian may further demonstrate his value to the organization by possessing
certain performance abilities. Professional recognition as a librarian is directly proportional to
how relevant the information services provided are to the top management. To demonstrate
professionalism, the librarian must take charge of his personal life and not let it interfere with
work. The librarian must have a positive impact and a positive attitude. It is important to be a
problem solver and not a problem creator. A professional embraces and adapts to change with
determination and optimism. The librarian must communicate openly and directly, creating a
feeling of trust as well as being a good listener. Being a positive role model, teaching and
sharing ideas, and looking for leadership opportunities will communicate dedication to the
organization .
Service Awareness
There are a number of ways to increase management’s interest in the library. It is important
to establish personal contacts and build relationships with others in the organization. Get to
know and show interest in others and what they are doing. Bring up the library in conversation
so that management knows what the library does, how it has helped others, and how it can help
them. Fight for the library but know how to pick your battles. Find solutions for yourself before
going to management. Be courteous and respectful not only to management but to all levels in
the organization—even the custodian. Make your manager look successful by understanding his
concerns and priorities. Establish your credibility by consistently following through. Learn to
communicate in the style of the organization. Learn the unwritten rules of work hours, work
ethic, and dress code.
Formal Reports
Unless otherwise required by upper level management, the special librarian can keep
management informed by issuing a quarterly report on the progress and future objectives of the
library. More important than statistics is an outline of instances where library services have had
a direct impact on the mission of the organization and where time and money have been saved.
In additions, suggestions can be made on how to improve the library by adding services and
taking on additional responsibility . “Management does respond positively to demonstrated
need, cost effectiveness, and contributions toward the organizational goals”.
Presentation Strategies
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There may be occasions for the special librarian to take his message directly into the
boardroom. This is an excellent opportunity to communicate the value of the special library. It
is important to remember, however, that the presentation is about the organization as a whole and
not the library. Relevant background data is essential. Demonstrate how what the library is
doing fits with the mission of the organization and show concrete results. Communicate in the
language of the organization thereby enhancing your image. Know the audience; manage and
use politics to the library’s benefit.
Professional Development
Once established within the organization, learning opportunities should not cease.
Hopefully, this was part of the original negotiation for the job. If not, the special librarian must
communicate to upper level management the importance of professional development, including
attending conferences. Advantages which may be communicated include keeping up with
changes and trends in the industry, seeing new products and meeting vendors face to face,
hearing from leaders in the profession, and receiving free merchandise or trials of software . In
requesting time away from the library, the savvy librarian will address the issues of how the
library will function during this time, how travel costs will be controlled, and improvements
were made as a result of past conferences. A detailed report to management upon return,
emphasizing benefits to the organization, will increase the chances for participation in future
events.
In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including employee
development, human resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of
Personnel and Development during its review of professional standards in 1999/2000.
"Employee Development" was seen as too evocative of the master-slave relationship
between employer and employee for those who refer to their employees as "partners" or
"associates" to be comfortable with. "Human Resource Development" was rejected by
academics, who objected to the idea that people were "resources" — an idea that they felt to
be demeaning to the individual. Eventually, the CIPD settled upon "Learning and
Development", although that was itself not free from problems, "learning" being an
overgeneral and ambiguous name. Moreover, the field is still widely known by the other
names.[1]
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Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:[1][2][3]
Training
This activity is both focused upon, and evaluated against, the job that an individual
currently holds. It enhances his abilities to do his job efficiently.
Education
This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs. This enhance there abilities fo job from all
perspective.
Development
This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.[3]
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the providers
are specialists in the field. Each of these groups has its own agenda and motivations,
which sometimes conflict with the agendas and motivations of the others.[4]
The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict
with their bosses. And yet, as author, workplace relationship authority, and executive
coach, Dr. John Hoover[5] points out, "Tempting as it is, nobody ever enhanced his or
her career by making the boss look stupid." [1] Training an employee to get along well
with authority and with people who entertain diverse points of view is one of the best
guarantees of long-term success. Talent, knowledge, and skill alone won't compensate
for a sour relationship with a superior, peer, or customer.
In addition to communication skills, the most important areas faced by individuals and
organizations in the 21st century workplace are accountability, employee engagement,
16
Increasing Personal Effectiveness® is a cornerstone course designed for employees at all levels.
Understand yourself and the day-to-day choices you make that impact your accomplishments and
interactions with others. Both management development and leadership development require the
basic skill sets learned in IPE for success.
Leading with Credibility is a course for leaders and managers who want to enhance their
leadership skills. Course covers innovation, critical thinking, emotional intelligence, influencing
teams, personal accountability, and values.
Benefits
The Executive Development Program provides high potential executives with conceptual
frameworks to set strategy, make decisions, and lead effectively as a successful general
manager.
Participants will gain an understanding of critical functional areas and their interconnection, as
well as develop skills needed to lead cross-functional teams. EDP is designed to prepare
participants with the critical capabilities to succeed in an ever-changing global business
environment. EDP focuses on how to think, not what to think. By attending, participants will
develop their ability to conduct critical systemic analysis. We teach executives how to better
focus on facts and data in order to:
Conclusion
Bibliography
De Stricker, Ulla. “Winning in the Boardroom.” The One-Person Library 19.3 (2002): 6.
“Getting Your Boss to Let You Go to Conferences.” The One-Person Library 15.9 (1999): 7.
Holladay, Janice. “Small Libraries: Keeping the Professional Position Professional.” Special
Libraries 72.1 (1981): 63-66.
Kok, John. “Now That I’m in Charge, What Do I Do?” Special Libraries 71.12 (1980): 523-8.
Lettis, Lucy. “Be Proactive: Communicate Your Worth to Management.” Information Outlook
3.1 (1999): 25-7.
Matthews, Joseph R. The Bottom Line: Determining and Communicating the Value of the
Special Library. Connecticut: Libraries Unlimited, 2002.