+1 862 207 3288 Case 3;
Article Assignment Content Requirements:
A. EXECUTIVE SUMMARY: The Executive Summary is a synopsis of the article – no opinions
in this section. You are required to include a summary of all the key points of the article. The
length of Executive Summary will vary from article to article, but should be accomplished in
approximately 300-600 words.
B. CRITICAL THINKING QUESTIONS: Following your Executive Summary, please answer
the Critical Thinking Questions at the end of the article. You are required to use evidence from
the article to answer the questions. You may also include any outside sources you deem relevant
(i.e., journal articles, newspapers, magazines, or online sources). Again, be sure to use APA style
to do so. The length of critical thinking question portion will vary from article to article, but
should be accomplished in approximately 300-600 words.
C. CRITIQUE: Each Critical Thinking portion should be followed by a Critique. The Critique is
a critical analysis of the article. This is the appropriate section for your professional opinion; for
you to apply what you have learned from your management courses as well as from any
management experience you may have. In this section, you are required to include least ONE
piece of evidence from previous classes, textbooks, outside articles (scholarly or
newspaper/pop). You may also use evidence from your workplace. Again, the length will vary
from article to article, but critiques should be accomplished in approximately 600-900.
Who’s Next in Line? Develop Tomorrow’s Leaders Today by Preston Brown
W ’ ° ° T9 D 1
ho s Next 1n Lme . eve op
Tomorrow’s Leaders Today
A wave of retirement presents federal agencies with an opportunity to renew and reshape the public sector
leadership culture through visionary succession management.
PRESTON “TIM” BROWN
Learning Outcomes Many agencies are making progress toward overcoming
these barriers, which will likely persist to varying degrees.
After readmg “us amcle’ you M” be able to‘ The study outlines steps required to develop succession man-
Describe the problem facing the federal government as well agement programs. The guiding vision is that succession man-
as other organizations who are facing massive retirements agement will become an integral, routine element of agency
of experienced workers who have extensive knowledge of management, just as strategic planning, financial management,
the companyfthe industry, and how to get things done in the and performance measurement are today.
work environment. Effective succession management requires agencies to
Explain the importance of training incoming workers so 0 set expectations so that managers view themselves as
that they can be effective in their jobs. developers of talent, with an eye toward succession
management
0 give managers the knowledge and tools they need to be
ith some 60,000 federal workers set to retire by Sneeessfnl talent deVe1oPe1’S
year’s end, according to OMB estimates, succession ‘ hold managers accountable through the performance
planning must be considered broadly throughout management process
government. Traditionally, succession planning in government 0 conduct regular talent reviews to implement and monitor
has been about executive replacement planning. It has been the succession management program
years since William Rothwell and Stan Poduch pointed out 0 define what it takes to be successful in positions targeted
in Public Personnel Management that proactive management *’ for succession management
Collld CTISUFC “the Cofltil’lUity Of leadership CUlliVatiI1g tal- 0 provide programs’ resources, and tools to a’poo] of
ent from Within the organization through planned development qualified successors,
activities.”
In today’s environment, leaders need to accelerate the prepa-
ration of a pool of qualified su_ccessors for any level of their Set Expectations Managers
organization.
A 2011 study by the Partnership for Public Service and Are Talent Dev.~eIopers
Booz Allen Hamilton identified four top barriers to succession Aeeerdlng [0 The Lenders/“P Machine by Rnben Eielnngef Of
pianning; -/ the Korn Ferry Institute, managers lack proficiency in “devel-
oping others.” ln.a review of some 60 competencies, develop-
Lack 0* “me _ ing others was the most challenging for managers. Many have
2- Inadequate lending fer designing Pfngrame and never been expected to be strategic about human resources. It’s
deVe’oP’n8 employees a mental leap to consider what’s next-,_short-teri_n responses to
2. Difficulty in assessing and selecting succession personnel issues are the norm. Even managers who do under-
Candidates stand the need to develop their successors struggle to find the
2. Difficulty forecasting attrition for succession positions. time to devote to it.
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