William J. Rothwell - Effective Succession Planning (2005)(3-e)(en)

Chapter 1

1.Henry Fayol, Administration Industrielle et Generale (Paris: Socie´te´ de l’Industrie Minerale, 1916).

2.Norman H. Carter, ‘‘Guaranteeing Management’s Future Through Succession Planning,’’ Journal of Information Systems Management 3:3 (1986), 13–14.

3.See the classic article, Michael Leibman, ‘‘Succession Management: The Next Generation of Succession Planning,’’ Human Resource Planning 19:3 (1996), 16–29. See also Ram Charan, Stephen Drotter, and James Noel, The Leadership Pipeline: How to Build the Leadership-Powered Company (San Francisco: Jossey-Bass, 2001).

4.Richard Hansen and Richard H. Wexler, ‘‘Effective Succession Planning,’’ Employment Relations Today 15:1 (1989), 19.

5.See Chris Argyris and Donald Scho¨n, Organizational Learning: A Theory of Action Perspective (Reading, Mass.: Addison-Wesley, 1978); Peter Senge,

The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday/Currency, 1990).

6.Thomas P. Bechet, Strategic Staffing: A Practical Toolkit for Workforce Planning (New York: AMACOM, 2002).

8.Ibid., p. 21.

9.William J. Rothwell and H. C. Kazanas, The Strategic Development of Talent (Amherst, Mass.: HRD Press, 2003).

10.Downloaded from http://news.ft.com/servlet/ContentServer?page name FT.com/Page/GenericPage2 &c Page&cid 1079420675546 on 18 July 2004.

11.Stephen Overell, ‘‘A Meeting of Minds Brings HR into Focus,’’ downloaded on 18 July 2004 from http://news.ft.com/servlet/ContentServer?page name FT.com/StoryFT/FullStory&c StoryFT&cid 1079420676509&p 10 79420675546

12.The Human Capital Challenge (Alexandria, Va.: ASTD, 2003).

13.J. Christopher Mihm, Human Capital: Succession Planning and Management Is Critical Driver of Organizational Transformation (Washington, D.C.: U.S. General Accounting Office, 2003).

14.Walter R. Mahler and Stephen J. Drotter, The Succession Planning Handbook for the Chief Executive (Midland Park, N.J.: Mahler Publishing Co., 1986), p. 1.

15.‘‘Long-Term Business Success Can Hinge on Succession Planning,’’

Training Directors’ Forum Newsletter 5:4 (1989), 1.

16.Wilbur Moore, The Conduct of the Corporation (New York: Random House, 1962), p. 109.

17.Rosabeth Moss Kanter, The Men and Women of the Corporation (New York: Basic Books, 1977), p. 48.

18.Norman H. Carter, ‘‘Guaranteeing Management’s Future Through Succession Planning,’’ Journal of Information Systems Management 3:3 (1986), 13–14.

19.Thomas Gilmore, Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully (San Francisco: Jossey-Bass, 1988), p. 19.

20.William J. Rothwell and H. C. Kazanas, The Strategic Development of Talent (Amherst, Mass.: HRD Press, 2003).

21.Lynda Gratton and Michel Syrett, ‘‘Heirs Apparent: Succession Strategies for the Future,’’ Personnel Management 22:1 (1990), 34.

22.A. Walker, ‘‘The Newest Job in Personnel: Human Resource Data Administrator,’’ Personnel Journal 61:12 (1982), 5.

23.William J. Rothwell and H. C. Kazanas, Planning and Managing Human Resources: Strategic Planning for Personnel Management, 2nd. ed. (Amherst, Mass.: HRD Press, 2003).

24.Andrew O. Manzini and John D. Gridley, Integrating Human Resources and Strategic Business Planning (New York: AMACOM, 1986), p. 3.

25.Peter Capelli, ‘‘A Market-Driven Approach to Retaining Talent,’’ Harvard Business Review 78:1 (2000), 103–111; Joanne Cole, ‘‘De-Stressing the Workplace,’’ HR Focus 76:10 (1999), 1, 10–11; Robert Leo, ‘‘Career Counseling Works for Employers Too,’’ HR Focus 76:9 (1999), 6.

26.‘‘The Numbers Game,’’ Time, 142:21 (1993), 14–15.

27.Ann Morrison, The New Leaders: Guidelines on Leadership Diversity in America (San Francisco: Jossey-Bass, 1992), p. 1.

28.Ibid., p. 7.

29.Arthur Sherman, George Bohlander, and Herbert Chruden, Managing Human Resources, 8th ed. (Cincinnati: South-Western Publishing Co., 1988), p. 226.

30.Warren Boroson and Linda Burgess, ‘‘Survivors’ Syndrome,’’ Across the Board 29:11 (1992), 41–45.

31.Gilmore, Making a Leadership Change, p. 10.

32.Morrison, The New Leaders, p. 1.

33.See, for instance, Robert M. Fulmer, ‘‘Choose Tomorrow’s Leaders Today: Succession Planning Grooms Firms for Success.’’ Downloaded on 19 July 2004 from http://gbr.pepperdine.edu/021/succession.html; W. Rothwell (Ed.), Effective Succession Management: Building Winning Systems for Identifying and Developing Key Talent, 2nd ed. [See http://www.cfor.org/News/ article.asp?id 4.] (Lexington, Mass.: The Center for Organizational Research [A division of Linkage, Inc.], 2004); ‘‘Succession Management: Filling the Leadership Pipeline,’’ Chief Executive, April 2004, 1, 4.

34.M. Haire, ‘‘Approach to an Integrated Personnel Policy,’’ Industrial Relations, 1968, 107–117.

35.J. Stuller, ‘‘Why Not ‘Inplacement?‘‘ ‘ Training 30:6 (1993), 37–44.

36.William J. Rothwell, H. C. Kazanas, and Darla Haines, ‘‘Issues and Prac-

tices in Management Job Rotation Programs as Perceived by HRD Professionals,’’ Performance Improvement Quarterly 5:1 (1992), 49–69. [This article is the only existing research-based article on management job rotations that the author can find.]

37.William J. Rothwell, ‘‘Go Beyond Replacing Executives and Manage Your Work and Values.’’ In D. Ulrich, L. Carter, M. Goldsmith, J. Bolt, & N. Smallwood (Eds.), The Change Champion’s Fieldguide (Waltham, Mass.: Best Practice Publications, 2003), pp. 192–204.

38.Matt Hennecke, ‘‘Toward the Change-Sensitive Organization,’’ Training, May 1991, 58.

39.D. Ancona and D. Nadler, ‘‘Top Hats and Executive Tales: Designing the Senior Team,’’ Sloan Management Review 3:1 (1989), 19–28.

40.Ken Dychtwald, Tamara Erickson, and Bob Morison, ‘‘It’s Time to Retire Retirement,’’ Harvard Business Review, March 2004, downloaded from the online version on 3 May 2004.

Chapter 2

1.See William J. Rothwell, ‘‘Trends in Succession Management,’’ The Linkage, Inc. eNewsletter, 2/15/00 (2000), presented on the Web at www.linkage inc.com/newsletter26/research.htm.

2.See the now classic article, Michael Leibman, ‘‘Succession Management: The Next Generation of Succession Planning,’’ Human Resource Planning 19:3 (1996), 16–29.

3.William J. Rothwell, Robert K. Prescott, and Maria Taylor, Strategic Human Resource Leader: How to Help Your Organization Manage the 6 Trends Affecting the Workforce (Palo Alto, Calif.: Davies-Black Publishing, 1998).

4.Ibid.

5.P. Smith and D. Reinertsen, Developing Products in Half the Time (New York: Van Nostrand Reinhold, 1991).

6.See Jac Fitz-Enz, How to Measure Human Resources Management (New York: McGraw-Hill, 1984).

7.‘‘The Aging Baby Boomers,’’ Workplace Visions, Sept.-Oct. 1996, found at www.shrm.org/issues/0996wv01.htm.

8.‘‘Cross-Generational Approaches,’’ Workforce Strategies 17:11 (1999), WS63–WS64.

9.Shari Caudron, ‘‘The Looming Leadership Crisis,’’ Workforce, September 1999, 72–79.

10.‘‘The Aging Baby Boomers.’’

11.‘‘Gap Between Rich and Poor Keeps Widening,’’ The CCPA Monitor, 1995, presented at http://infoweb.magi.com/ccpa/articles/article21t.html [Unfortunately this site is restricted.]

12.Peter Cappelli, ‘‘A Market-Driven Approach to Retaining Talent,’’ Harvard Business Review, Jan.-Feb. 2000, 103–111; Joseph Dobrian, ‘‘Amenities Gain Ground as Recruiting/Retention Tools,’’ HR Focus, November 1999, 11–12.

13.Charlene Marmer Solomon, ‘‘The Loyalty Factor,’’ Personnel Journal, September 1992, 52–62.

14.David L. Stum, ‘‘Five Ingredients for an Employee Retention Formula,’’ HR Focus, September 1998, S9–S10.

15.Lynn E. Densford, ‘‘Corporate Universities Add Value by Helping Recruit, Retain Talent,’’ Corporate University Review 7:2 (1999), 8–12.

16.See, for instance, Thomas A. Stewart, ‘‘Have You Got What It Takes,’’ Fortune 140:7 (1999), 318–322.

17.Richard McDermott, ‘‘Why Information Technology Inspired but Cannot Deliver Knowledge Management,’’ California Management Review 41:4 (1999), 103–117.

18.Dawn Anfuso, ‘‘Core Values Shape W. L. Gore’s Innovative Culture,’’ Workforce 78:3 (1999), 48–53; Donald Tosti, ‘‘Global Fluency,’’ Performance Improvement 38:2 (1999), 49–54.

19.William J. Rothwell and John Lindholm, ‘‘Competency Identification, Modelling and Assessment in the USA,’’ International Journal of Training and Development 3:2 (1999), 90–105. For quality control in using competencies for assessment, see: Harm Tillema, ‘‘Auditing Assessment Practices in Organizations: Establishing Quality Criteria for Appraising Competencies,’’ International Journal of Human Resources Development and Management, 3:4 (2003): 359.

20.Rothwell, Prescott, and Taylor, Strategic Human Resource Leader.

21.Bradley Agle, ‘‘Understanding Research on Values in Business,’’ Business and Society 38:3 (1999), 326–387. See also K. Blanchard and M. O’Connor, Managing by Values (San Francisco: Berrett-Koehler, 1997); Ken Hultman with Bill Gellerman, Balancing Individual and Organizational Values: Walking the Tightrope to Success (San Francisco: Pfeiffer, 2002). The classic book on values is still, of course, Milton Rokeach, The Nature of Human Values (New York: The Free Press, 1973).

22.W. Davidson, C., Nemec, D., Worrell, and J. Lin, ‘‘Industrial Origin of CEOs in Outside Succession: Board Preference and Stockholder Reaction,’’

Journal of Management and Governance, 6 (2002): 4.

23.Linda Bushrod, ‘‘Sorting Out Succession,’’ European Venture Capital Journal, February 1, 2004, p. 1; Herbert Neubauer, ‘‘The Dynamics of Succession in Family Businesses in Western European Countries,’’ Family Business Review 16:4 (2003), 269–282; Slimane Haddadj, ‘‘Organization Change and the Complexity of Succession: A Longitudinal Case Study from France,’’ Journal of Organizational Change Management 15:2 (2003), 135–154.

24.Wendi J. Everton, ‘‘Growing Your Company’s Leaders: How Great Organizations Use Succession Management to Sustain Competitive Advantage,’’

The Academy of Management Executive, 18:1 (Feb. 2004), 137.

25.Sarah McBride, ‘‘Gray Area: In Corporate Asia, A Looming Crisis Over Succession; As Empire Founders Age, Many Fail to Lay Proper Plans; ’You Want to Get Rid of Me’; Daesung’s Three Heads,’’ Wall Street Journal, August 7 2003, A1.

26.Barry Came, ‘‘The Succession Question,’’ MacLean’s 112:8 (2003), 44–45. [However, admittedly, this article is about national leadership succession rather than company succession.]

27.Matthew Bellingham and Dione Schick, ‘‘Succession Planning-Issues for New Zealand Chartered Accountants,’’ Chartered Accountants Journal of New Zealand 82:10 (2003), 24.

28.Will Hickey, ‘‘A Survey of MNC Succession Planning Effectiveness in China, Summer 2001,’’ Performance Improvement Quarterly 15:4 (2002), 20.

29.William J. Rothwell, ‘‘Succession Planning and Management in Government: Dreaming the Impossible Dream,’’ IPMA-HR News 69:10 (2003), 1, 7–9.

30.William J. Rothwell, ‘‘Start Assessing Retiring University Officials at Your University,’’ HR on Campus 5:8 (2002), 5.

31.James Olan Hutcheson, ‘‘Triple Header: For Succession Planning to Succeed, Retiring Business Owners Need Life-Planning Skills as Well as Financial Advice,’’ Financial Planning, April 1, 2004, 1; Khai Sheang Lee, Guan Hua Lim, and Wei Shi Lim, ‘‘Family Business Succession: Appropriation Risk and Choice of Successor,’’ The Academy of Management Review 28:4 (October 2003), 657; William S. White, Timothy D. Krinke, and David L. Geller, ‘‘Family Business Succession Planning: Devising an Overall Strategy,’’ Journal of Financial Service Professionals 58:3 (2004), 67–86.

32.William S. White, Timothy D. Krinke, and David L. Geller, ‘‘Family Business Succession Planning: Devising an Overall Strategy,’’ Journal of Financial Service Professionals 58:3 (2004), 67.

33.D. Carey and D. Ogden, CEO Succession: A Window On How Boards Can Get It Right When Choosing A New Chief Executive (New York: Oxford University Press, 2000).

34.A classic article that summarizes much succession research is I. Kesner and T. Sebora, ‘‘Executive Succession: Past, Present and Future,’’ Journal of Management 20:2 (1994), 327–372.

35.S. Haddadj, ‘‘Organization Change and the Complexity of Succession: A Longitudinal Case Study from France,’’ Journal of Organizational Change Management 16:2 (2003), 135–153.

36.‘‘Global CEO Turnover at Record Highs,’’ Financial Executive 19:5 (2003), 10.

37.D. Gabriel, ‘‘Lost Leaders,’’ Telephony 243:10 (2002), 44.

38.‘‘PPG Industries Speeds, Refines Succession Preparation Process,’’ Workforce Strategies 17:10 (1999), WS57–WS58.

Chapter 3

1.This paragraph is based on information in C. Derr, C. Jones, and E. Toomey, ‘‘Managing High-Potential Employees: Current Practices in Thirtythree U.S. Corporations,’’ Human Resource Management 27:3 (1988), 278. For more recent information, see also William J. Rothwell and H. C. Kazanas,

Building In-House Leadership and Management Development Programs

(Westport, Conn.: Quorum, 1999), and David D. Dubois and William J. Rothwell, The Competency Toolkit, 2 vols. (Amherst, Mass.: HRD Press, 2000). For more recent thinking on high-potential workers, see Morgan W. McCall, Jr.,

High Flyers: Developing the Next Generation of Leaders (Boston: Harvard Business School Press, 1998).

2.See William J. Rothwell, The Action Learning Guidebook: A Real-Time Strategy for Problem-Solving, Training Design, and Employee Development

(San Francisco: Pfeiffer, 1999).

3.See S. Cunningham, ‘‘Coaching Today’s Executive,’’ Public Utilities Fortnightly 128:2 (1991), 22–25; Steven J. Stowell and Matt Starcevich, The Coach: Creating Partnerships for a Competitive Edge (Salt Lake City: The Center for Management and Organization Effectiveness, 1987).

4.Charles E. Watson, Management Development Through Training (Reading, Mass.: Addison-Wesley, 1979).

5.Manuel London and Stephen A. Stumpf, Managing Careers (Reading, Mass.: Addison-Wesley, 1982), p. 274.

6.James E. McElwain, ‘‘Succession Plans Designed to Manage Change,’’ HR Magazine 36:2 (1991), 67.

7.James Fraze, ‘‘Succession Planning Should Be a Priority for HR Professionals,’’ Resource, June 1988, 4.

8.Ibid.

9.Ibid.

10.Ibid.

11.Thomas North Gilmore, Making a Leadership Change: How Organizations Can Handle Leadership Transitions Successfully (San Francisco: JosseyBass, 1988), p. 10.

12.Fraze, ‘‘Succession Planning Should Be a Priority,’’ 4.

13.David W. Rhodes, ‘‘Succession Planning—Overweight and Underperforming,’’ The Journal of Business Strategy 9:6 (1988), 62.

14.Ibid.

15.Ibid.

16.See Roland Sullivan, Linda Fairburn, and William J. Rothwell, ‘‘The Whole System Transformation Conference: Fast Change for the 21st Century.’’ In S. Herman, ed., Rewiring Organizations for the Networked Economy: Organizing, Managing, and Leading in the Information Age (San Francisco: Pfeiffer, 2002), p. 117.

17.See Jane Magruder Watkins and Bernard J. Mohr, Appreciative Inquiry: Change at the Speed of Imagination (San Francisco: Pfeiffer, 2001).

18.See Diana Whitney, Amanda Trosten-Bloom, and David Cooperrider,

The Power of Appreciative Inquiry: A Practical Guide to Positive Change (San Francisco: Berrett-Koehler, 2003).

Chapter 4

1.See R. White, ‘‘Motivation Reconsidered: The Concept of Competence,’’

Psychological Review 66 (1959), 279–333.

2.David C. McClelland, ‘‘Testing for Competence Rather Than for ‘Intelligence,’ ’’ American Psychologist, January 1973, 1–14.

3.See J. C. Flanagan, ‘‘The Critical Incident Technique,’’ Psychological Bulletin, April 1954, 327–358; J. Hayes, ‘‘A New Look at Managerial Competence: The AMA Model for Worthy Performance,’’ Management Review, November 1979, 2–3; Patricia McLagan, ‘‘Competency Models,’’ Training and Development Journal, December 1980, 23; L. Spencer & S. Spencer, Competence at Work: Models for Superior Performance (New York: John Wiley & Sons, 1993).

4.A. R. Boyatzis, The Competent Manager: A Model for Effective Performance (New York: John Wiley & Sons, 1982), pp. 20–21.

5.David D. Dubois and William J. Rothwell, The Competency Toolkit, 2 vols. (Amherst, Mass.: HRD Press, 2000).

6.Ibid.

7.Ibid.

8.See David D. Dubois, The Executive’s Guide to Competency-Based Performance Improvement (Amherst, Mass.: HRD Press, 1996); D. D. Dubois, Ed.,

The Competency Case Book: Twelve Studies in Competency-Based Performance Improvement (Amherst, Mass.: HRD Press and the International Society for Performance Improvement, 1998); David D. Dubois and William J. Rothwell, The Competency Toolkit, 2 volumes (Amherst, Mass.: HRD Press, 2000); David D. Dubois and William J. Rothwell, Competency-Based Human Resource Management (Palo Alto, Calif.: Davies-Black, 2004); Jeffrey S. Shippman, Ronald A. Ash, Linda Carr, Beryl Hesketh, Kenneth Pearlman, Mariangela Battista, Lorraine D. Eyde, Jerry Kehoe, Erich Prien, and Juan Sanchez, ‘‘The Practice of Competency Modeling,’’ Personnel Psychology 53:3 (2000), 703–740.

9.T. R. Athey and M. S. Orth, ‘‘Emerging Competency Methods for the Future,’’ Human Resource Management 38:3 (1999), 215–226. See also Jay A. Conger and Douglas A. Ready, ‘‘Rethinking Leadership Competencies,’’ Leader to Leader, Spring 2004, 41–47.

10.David D. Dubois and William J. Rothwell, Competency-Based Human Resource Management (Palo Alto, Calif.: Davies-Black, 2004).

11.Danny G. Langdon and Anne F. Marrelli, ‘‘A New Model for Systematic

Competency Identification,’’ Performance Improvement 41:4 (2002), 14–21. If you want to see a case study online for developing a competency model (but on a secure site open only to ASTD members), check out Karen Elizabeth Tabet, ‘‘Implementing a Competency Model: A Short Case Study,’’ In Practice, 2004. It was found at the time this book goes to press at http://www.astd.org/ astd/Publications/ASTD_Links/April2004/InPractice_Ap ri l04_Tabet.htm

12.See, for instance, Susan H. Gebelein, Successful Manager’s Handbook: Development Suggestions for Today’s Managers, 6th ed. (Minneapolis: Epredix, 2001).

13.Bradley Agle, ‘‘Understanding Research on Values in Business,’’ Business & Society, September 1999, 326–387.

14.W. G. Lee, ‘‘A Conversation with Herb Kelleher,’’ Organizational Dynamics 23:2 (1994), 64–74.

15.A. Farnham, ‘‘State Your Values, Hold the Hot Air,’’ Fortune, August 1993, 117–124.

16.See, for instance, William J. Pfeiffer, Ed., The Encyclopedia of Group Activities (San Diego: University Associates, 1989); and Barbara Singer and Kathleen Von Buren, Work Values: Facilitation Guide for Managers, Teams & Trainers (Durango, Colo.: Self-Management Institute, 1995).

17.Michael Hickins, ‘‘A Day at the Races,’’ Management Review 88:5 (1999), 56–61.

18.W. Rothwell, ‘‘Go beyond replacing executives and manage your work and values,’’ in D. Ulrich, L. Carter, M. Goldsmith, J. Bolt, and N. Smallwood (eds.), The Change Champion’s Filedguide (Waltham, Mass.: Best Practice Publications, 2003), pp. 192–204.

Chapter 5

1.Jac Fitz-Enz, How to Measure Human Resources Management (New York: McGraw-Hill, 1984), p. 48. See also Jac Fitz-Enz, The ROI of Human Capital (New York: AMACOM, 2000).

2.Fitz-Enz, How to Measure, p. 48.

3.Particularly good articles on this topic include: Paul Brauchle, ‘‘Costing Out the Value of Training,’’ Technical and Skills Training 3:4 (1992), 35–40; J. Hassett, ‘‘Simplifying ROI,’’ Training, September 1992; J. Phillips, ‘‘Measuring the Return on HRD,’’ Employment Relations Today, August 1991.

4.For example, see especially the classic but dated C. Derr, C. Jones, and E. Toomey, ‘‘Managing High-Potential Employees: Current Practices in Thirtythree U.S. Corporations,’’ Human Resource Management 27:3 (1988), 273– 290; O. Esman, ‘‘Succession Planning in Small and Medium-Sized Corporations,’’ HR Horizons 91:103 (1991), 15–19; The Identification and Development of High Potential Managers (Palatine, Ill.: Executive Knowledgeworks, 1987); Meg Kerr, Succession Planning in America’s Corporations (Palatine,

Ill.: Anthony J. Fresina and Associates and Executive Knowledgeworks, 1987); and E. Zajac, ‘‘CEO Selection, Succession, Compensation and Firm Performance: A Theoretical Integration and Empirical Analysis,’’ Strategic Management Journal 11:3 (1990), 217–230.

5.P. Linkow, ‘‘HRD at the Roots of Corporate Strategy,’’ Training and Development Journal 39:5 (1985), 85–87; William J. Rothwell, ed., In Action: Linking HRD and Organizational Strategy (Alexandria, Va.: The American Society for Training and Development, 1998).

6.Karen A. Golden and Vasudevan Ramanujam, ‘‘Between a Dream and a Nightmare: On the Integration of the Human Resource Management and Strategic Business Planning Processes,’’ Human Resource Management 24:4 (1985), 429.

7.William J. Rothwell and H. C. Kazanas, The Strategic Development of Talent (Amherst, Mass.: HRD Press, 2003).

8.See William J. Rothwell and H. C. Kazanas, ‘‘Training: Key to Strategic Management,’’ Performance Improvement Quarterly 3:1 (1990), 42–56; and William J. Rothwell and H. C. Kazanas, Planning and Managing Human Resources: Strategic Planning for Personnel Management, 2nd ed. (Amherst, Mass.: HRD Press, 2003).

9.Robert C. Camp, Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance (Milwaukee, Wisc.: Quality Press/American Society for Quality Control; White Plains, N.Y.: Quality Resources, 1989), p. 3. See also Michael J. Spendolini, The Benchmarking Book (New York: AMACOM, 1992).

10.Ibid., p. 17.

11.Diane Dormant, ‘‘The ABCDs of Managing Change,’’ in M. Smith, Ed.,

Introduction to Performance Technology (Washington, D.C.: The National Society for Performance and Instruction, 1986), pp. 238–256.

12.Ibid., p. 239.

13.Ibid., p. 241.

14.Jack Welch and John A. Byrne, Jack: Straight from the Gut (New York: Warner Business Books, 2001).

15.‘‘Business: The King Lear Syndrome: Succession Planning,’’ The Economist 369:8354 (2003), 75.

Chapter 6

1.James L. Gibson, John M. Ivancevich, and James H. Donnelly, Jr., Organizations: Behavior, Structure, Processes, 5th ed. (Plano, Tex.: Business Publications, 1985), p. 280.

2.Walter R. Mahler and Stephen J. Drotter, The Succession Planning Handbook for the Chief Executive (Midland Park, N.J.: Mahler Publishing, 1986), p. 8.

3.‘‘Choosing Your Successor,’’ Chief Executive Magazine, May/June 1988, 48–63; Jeffrey Sonnenfeld, The Hero’s Farewell: What Happens When CEOs Retire (New York: Oxford University Press, 1988); Richard F. Vancil, Passing the Baton: Managing the Process of CEO Succession (Boston: Harvard Business School Press, 1987); E. Zajac, ‘‘CEO Selection, Succession, Compensation and Firm Performance: A Theoretical Integration and Empirical Analysis,’’ Strategic Management Journal 11:3 (1990), 217–230. See also D. Carey and D. Ogden, CEO Succession: A Window On How Boards Can Get It Right When Choosing A New Chief Executive (New York: Oxford University Press, 2000) and

4.‘‘Global CEO Turnover at Record Highs,’’ Financial Executive 19:5 (2003), 10.

Chapter 7

1.Allen Kraut, Patricia Pedigo, Douglas McKenna, and Marvin Dunnette, ‘‘The Role of the Manager: What’s Really Important in Different Management Jobs,’’ Academy of Management Executive 3:4 (1989), 287.

2.See, for instance, R. Smither, ‘‘The Return of the Authoritarian Manager,’’ Training 28:11 (1991), 40–44.

Chapter 8

1.M. Pastin, ‘‘The Fallacy of Long-Range Thinking,’’ Training 23:5 (1986),

47–53.

2.B. Staw, ‘‘Knee-Deep in the Big Muddy,’’ Organizational Behavior and Human Performance 16:1 (1976), 27–44.

3.Karen Stephenson and Valdis Krebs, ‘‘A More Accurate Way to Measure Diversity,’’ Personnel Journal 72:10 (1993), 66–72, 74.

4.Rosabeth Moss Kanter, The Men and Women of the Corporation (New York: Basic Books, 1977), p. 48.

5.Ibid.

6.Glenn E. Baker, A. Grubbs, and Thomas Ahern, ‘‘Triangulation: Strengthening Your Best Guess,’’ Performance Improvement Quarterly 3:3 (1990), 27–35.

7.Arthur W. Sherman, Jr., George W. Bohlander, and Herbert Chruden, Managing Human Resources, 8th ed. (Cincinnati: South-Western Publishing Co., 1988), pp. 95–96.

8.For one excellent approach, see Roger J. Plachy and Sandra J. Plachy,

Results-Oriented Job Descriptions (New York: AMACOM, 1993). See also

Model Job Descriptions for Business (N.p.: Local Government Institute, 1997).

9.W. Barlow and E. Hane, ‘‘A Practical Guide to the Americans with Disabilities Act,’’ Personnel Journal 71:6 (1992), 54.