Unit 7 concepts and applications

Management Case Studies

Choosing Entrants Into a Management Training Program

How would you go about deciding who to select for the openings? In other words, without providing your decisions for the individual candidates, describe how you would weigh the various selection information to reach a decision.

The following table shows the prioritization of factors based on their relative weighting. As the text has often mentioned, the ability to combine trust and performance is the foundation of effective leadership (Heneman, Judge, Kammeyer-Muller, 2012). The selection of these factors also take into account the need to create a more transformational leadership approach at the store level over time. It is relatively easy to select management training program candidates who have transactional leadership styles, as this skill set is predicated on the traditional plan, organizes, lead and control paradigm of traditional management (Fuller, 1994). What is far more challenging is to select the best possible series of factors that will predict transformational leadership, problem-solving ability and the innate strength of integrity that is a cornerstone of trust-based leadership (Fuller, 1994).

The unique selection of factors for determining which candidates are considered for managerial positions based on their test results and experiential learning and performance in management training programs is often an accurate predictor of on-the-job performance. As the text has shown through example, the greater the level of congruity of a measurement methodology to the unique needs and requirements of a given position, the higher the probability of success in a given role (Heneman, Judge, Kammeyer-Muller, 2012). This is also underscored by a selection methodology that takes into account the unique requirements and needs of a given role in an organization while also concentrating on the long-term needs of creating a managerial and leadership foundation for future growth (Fuller, 1994). The following table provides a ranking of each factor, showing the relative percentage weight of importance for each. Integrity (25%), followed by performance ratings, cognitive ability (each 20%), background test and drug test, each at 10% are the rankings. The combining of integrity, performance and cognitive ability will also serve to provide a 360-degree view of the potential for a managerial candidate succeeding in a wide variety of situations.

2. Using the decision-making process from the previous question, which three applicants would you select for the training program? Explain your decision.

The top three candidates are Siobhan, Raul and Osvaldo given the criterion provided in the first questions' answers. Each of these three candidates excelled on the integrity test, scoping the highest grades, and each also had the highest costs on the performance ratings as well. In terms of cognitive ability, Osvaldo is the highest overall scored in the entire group of applicants. Radhu scores a 9 on this test and Marianne, an 8. Their integrity scores and in the case of Marianne, her arrest in 1995, limit their potential for advancement given the factor weighting shown in question.