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Клиника лечения алкоголизма с мировым именем
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Summary

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This chapter opened with six dramatic vignettes to illustrate the importance of

succession planning and management (SP&M), which was defined ‘‘as any effort

designed to ensure the continued effective performance of an organiza-

tion, division, department, or work group by making provision for the

development, replacement, and strategic application of key people over time.’’

A succession planning and management program was defined as a ‘‘deliberate

and systematic effort by an organization to ensure leadership continuity in key

positions, retain and develop intellectual and knowledge capital for the future,

and encourage individual advancement.’’ Succession planning and management

is proactive and should not be confused with more limited-scope and

reactive replacement planning, which is a form of risk management.

Succession planning and management is important for several reasons: (1)

the continued survival of the organization depends on having the right people

in the right places at the right times; (2) as a result of recent economic restructuring

efforts in organizations, there are simply fewer people available to advance

to the top ranks from within; (3) succession planning and management

is needed to encourage diversity and multiculturalism in organizations and to

avoid ‘‘homosocial reproduction’’ by managers; and (4) succession forms the

basis for communicating career paths, establishing development and training

plans, establishing career paths and individual job moves, communicating upward

and laterally, and creating a more comprehensive human resources planning

system.

Organizations sponsor systematic succession planning and management

programs for various reasons. The three most important, based on my 2004

survey, are:

To contribute to implementing the organization’s strategic business

plans

To identify ‘‘replacement needs’’ as a means of targeting necessary training,

employee education, and employee development

To increase the talent pool of promotable employees

Approaches to succession planning and management may be distinguished

by direction, timing, planning, scope, degree of dissemination, and amount of

individual discretion. Succession needs may be met through traditional and

alternative approaches. Succession planning and management should be

linked to—and supportive of—strategic plans, human resource plans, human

resource development plans, and other organizational planning activities.