Cover image for Developing supervisors and team leaders
Title:
Developing supervisors and team leaders
Author:
Kirkpatrick, Donald L.
Personal Author:
Publication Information:
Boston : Butterworth Heinemann, [2001]

©2001
Physical Description:
xix, 370 pages : illustrations ; 24 cm.
Language:
English
ISBN:
9780877193821
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Central Library HF5549.12 .K568 2001 Adult Non-Fiction Non-Fiction Area
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Summary

Summary

Leaders and supervisors do not grow on trees; they must be developed. 'Developing Supervisors and Team Leaders' is a practical, how-to guide for creating leaders and supervisors. Spanning topics from determining needs to evaluating performance, it covers all aspects of how to develop the skills, insights, and attitude to lead others. Kirkpatrick demonstrates how to get others to share the same focus, purpose, and efforts toward improving an organization's quality of product or service. From determining needs, planning programs and training to the final evaluation, this book provides knowledge and practical tools for developing successful leaders. Donald Kirkpatrick, Ph.D., Emeritus Professor of the University of Wisconsin, is the author of numerous books and articles on the subject of management and performance.


Author Notes

Donald L. Kirkpatrick, Ph.D., is Professor Emeritus at the University of Wisconsin, where he taught at the Management Institute for 30 years. He has served as a training manager at International Minerals and Chemical Corp., and as a human resource manager at Bendix Products Aerospace. He is the author of six management books and seven supervisory/management inventories. Two of his books, How to Improve Performance Through Appraisal and Coaching and How to Manage Change Effectively, received the Best Book of the Year award from the Society for Human Resource Management (SHRM). His latest book, the second edition of Evaluating Training Programs: The Four Levels, is recognized throughout the world as a model to use in training evaluation. As a speaker and workshop leader, he has appeared at the national conferences of many professional organizations, including the American Society for Training and Development, Linkage Inc., Lakewood Conferences (sponsored by Training magazine), the International Quality and Productivity Center, and the International Society for Productivity Improvement. He has conducted programs in India, Korea, Japan, Argentina, Singapore, England, Spain, Greece, Australia, and many other countries. Kirkpatrick is a past national president of the American Society for Training and Development and a member of Training magazine's Hall of Fame.


Table of Contents

Forewordp. xv
Prefacep. xvii
Acknowledgmentsp. xxiii
Part I Planning, Implementation, and Evaluationp. 1
1 The Importance of Supervisory Training and Developmentp. 3
Improving Performance of Current Dutiesp. 4
Improving Performance of Future Dutiesp. 5
Summaryp. 6
2 Responsibility and Authority for Supervisory Trainingp. 8
The Supervisorp. 9
The Bossp. 10
Top Managementp. 10
Training Professionalsp. 11
Summaryp. 13
3 Philosophy, Strategy, and Guiding Principlesp. 14
Dana Corporation, Toledo, Ohiop. 14
Florida Power Corporation, St. Petersburg, Floridap. 16
IBM, Armonk, New Yorkp. 19
Kimberly-Clark Corporation, Neenah, Wisconsinp. 22
ServiceMaster, Downers Grove, Illinoisp. 25
Summaryp. 28
4 Conditions for Maximum Learning by Supervisorsp. 30
Stephen D. Brookfieldp. 31
Nathaniel Cantorp. 31
Andrew Hendricksonp. 32
J.R. Kiddp. 33
Malcolm S. Knowlesp. 34
Gordon Lippittp. 35
Robert Magerp. 36
Garry Mitchellp. 37
Robert W. Pikep. 37
Ron Zemke and Susan Zemkep. 39
Summaryp. 43
5 Determining Training Needs and Setting Objectivesp. 47
Wisconsin Gas Companyp. 53
Allen-Bradley, Milwaukee, Wisconsinp. 58
MGIC, Milwaukee, Wisconsinp. 69
Summaryp. 86
6 An Overview of Training and Development Techniquesp. 87
A Large Oil Companyp. 89
A Large Midwestern Bankp. 93
A Major Insurance Companyp. 95
Summaryp. 101
7 Planning and Implementing Internal Classroom Trainingp. 103
A Large Midwestern Bankp. 107
Summaryp. 127
8 Evaluating Internal Classroom Trainingp. 128
Reactionsp. 129
Learningp. 140
Classroom Performancep. 141
Paper-and-Pencil Testsp. 141
Behaviorp. 145
Resultsp. 153
Summaryp. 160
9 Outside Supervisory Development Programsp. 161
Selecting Programsp. 162
Selecting Participantsp. 162
Preprogram Discussionp. 164
Postprogram Discussion and Implementationp. 164
Keeping Recordsp. 165
Summaryp. 165
10 On-the-Job Performance Appraisalsp. 167
Performance Appraisal and Reviewp. 168
Program Designp. 169
Clarifying Significant Job Segmentsp. 171
Developing Standards of Performancep. 171
Determining How Many Standards to Developp. 174
Appraising Performancep. 178
Preparing the Appraisal Formp. 182
Using Self-Appraisalp. 186
Conducting the Appraisal Interviewp. 187
Developing the Performance Improvement Planp. 192
Summaryp. 194
11 Coaching for Improved Performancep. 196
Coaching on the Performance Improvement Planp. 197
Day-to-Day Coachingp. 197
Learning to Be an Effective Coachp. 203
The Manager as Coachp. 207
Summaryp. 211
12 Selecting and Training New Supervisorsp. 212
Bendix Products, Aerospace Division, South Bend, Indianap. 218
Inland Steel Products Company, Milwaukee, Wisconsinp. 233
Kearney and Trecker Corporation, Milwaukee, Wisconsinp. 236
Summaryp. 238
Part II Case Studies of Specific Programsp. 239
13 A Comprehensive In-House Programp. 241
Deere and Company, Moline, Illinoisp. 242
14 Coaching to Win: A Management Training Programp. 252
National Service Center, Hartford Life Insurance Company, Minneapolis, Minnesotap. 253
Coaching to Winp. 255
15 A 10-Day Certificate Program for Supervisorsp. 270
Management Institute, University of Wisconsin, Milwaukee, Wisconsinp. 271
Summaryp. 277
16 An Evaluation of a Training Programp. 278
Management Institute, University of Wisconsin, Milwaukee, Wisconsinp. 279
Summaryp. 299
17 A Front-Line Leadership Development Programp. 301
GE Medical Systems, Milwaukee, Wisconsinp. 302
18 A Leadership Development Programp. 314
First Indiana Bank, Indianapolis, Indianap. 315
Shipboard Rules for Smooth Sailingp. 318
Course Overviewp. 318
Before the Next Labp. 321
Cruise to Leadership Evaluation Formp. 322
Cruise to Leadership Final Evaluation Formp. 323
19 An Internal Training Programp. 332
Dana Corporation, Toledo, Ohiop. 333
Would You Tell Us...p. 336
Course Effectiveness Surveyp. 338
20 A Program on Effective Writingp. 340
Warman International, Inc., Madison, Wisconsinp. 341
21 A Comprehensive In-House Programp. 349
St. Joseph's Hospital, Milwaukee, Wisconsinp. 350
Selected References (Bibliography)p. 358
Organizations Offering Resource Materialsp. 358
Booksp. 359
Indexp. 363

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