Case Study: Developing the Leaders of Tomorrow
Case study: Developing the leaders of tomorrow
Question:
Produce a four pages report on NSW public sector commission discussing their approach to management and leadership development while highlighting the added value, this kind of approach brings to the success of organizations in general.
In the next ten years, NSW expects a large number of retired managers by up to 75% from Department of Finance and Services. In 2008, NSW started preparing succession management to have a pool of managers and leaders for future changes.
According to Berger & Berger succession management define as “the daily process of cultivating future talent through coaching, mentoring, feedback, counseling and development”. NSW develop succession management planning for the sake of developing the present manager in the organization through daily process, coaching, personality assessment and 360 – degree feedback and other tools to assess the leaders.
NSW focused on succession management in order to have capable leaders and managers to be ready to deploy those managers would retire in the next ten years. Succession management ensure an organization has the right management available today as well will take over the role of managers and leaders in the future. It ensures the continuity of leadership, and to keep the blood continuing in the organization such as having new and developed mangers and leaders ready to replace those will retire. Therefore, NSW concerns about succession management in order to develop a pool of managers with specific capabilities and competencies ready to take over for a managers or executives within the organization. The succession management helps organizations measures the strength of their pool of talent and recognize where there gaps in the talent.
The NSW established Leader Development Program that focused on the skills and attributes managers need to lead effectively in the public sector of the future. The program is developed and builds on the NSW
Question:
Produce a four pages report on NSW public sector commission discussing their approach to management and leadership development while highlighting the added value, this kind of approach brings to the success of organizations in general.
In the next ten years, NSW expects a large number of retired managers by up to 75% from Department of Finance and Services. In 2008, NSW started preparing succession management to have a pool of managers and leaders for future changes.
According to Berger & Berger succession management define as “the daily process of cultivating future talent through coaching, mentoring, feedback, counseling and development”. NSW develop succession management planning for the sake of developing the present manager in the organization through daily process, coaching, personality assessment and 360 – degree feedback and other tools to assess the leaders.
NSW focused on succession management in order to have capable leaders and managers to be ready to deploy those managers would retire in the next ten years. Succession management ensure an organization has the right management available today as well will take over the role of managers and leaders in the future. It ensures the continuity of leadership, and to keep the blood continuing in the organization such as having new and developed mangers and leaders ready to replace those will retire. Therefore, NSW concerns about succession management in order to develop a pool of managers with specific capabilities and competencies ready to take over for a managers or executives within the organization. The succession management helps organizations measures the strength of their pool of talent and recognize where there gaps in the talent.
The NSW established Leader Development Program that focused on the skills and attributes managers need to lead effectively in the public sector of the future. The program is developed and builds on the NSW
References: Books: - Berger, L. A. & Berger, D. R. (2011). The Talent Management Handbook, 2nd Ed. McGraw -Hill, New York. - Bloisi, W., Cook, W. C. & Hunsker, L. P. (2003) Management and Organizational Behaviour. McGraw -Hill, London. - Yukl, G. (2013). Leadership in Organization, 8th Ed. Pearson – England. Websites: - “The Importance of Succession Planning” (n.d). viewed on 08th June, 2013 from http://www.creativeleading.com/succession.html - Human Consulting, Team Development of constructive behavioral styles (2012). viewed on 8th June2013 from http://www.human.rs/eng/index.php/leadership/development-of-constructive-behavioral-styles - TAFE NSW Strategic Plan (2011-2013) viewed on 8th June 2013 from https://www.tafensw.edu.au/about/assets/pdf/TAFE_NSW_commission_strategic_plan_2011-2013.pdf