Management Development

Management Development PCMB KIAMS

Management Development
Definition:
“An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.”

Management Development
Three main components or strategies used to provide management development:
Management education
Management training
On-the-job experiences

Describing the Manager’s Job
Several approaches have been used to understand the job of managing:
Characteristics approach
Managerial roles approach
Process models
Integrated competency model
Four-dimensional model
Holistic approach (Mintzberg)

Describing the Manager’s Job – 2
Characteristics approach :
Long hours
Primarily focused within the organization
High activity levels
Fragmented work
Varied activities
Primarily focused on oral communication
Many contacts
Much information gathering is conducted

Roles approach :
Fayol’s observational approach
Planning, organizing, commanding, coordinating, and controlling
Mintzberg’s managerial roles
Interpersonal
Informational
Decisional

Process models :
Integrated competency model (Boyatzis)
Competencies – skills or personal characteristics that contribute to effective performance. These include:
Human resource management
Leadership
Goal and action management
Directing subordinates
Focus on others
Specialized knowledge

Process models :
Four-dimensional model (Schoenfeldt & Steger):
Six management functions
Four roles
Five relational targets
Various managerial styles

Holistic approaches :
Criticisms of earlier approaches by Mintzberg and Vaill
“ Managing as a performing art” (Vaill)
Response by Mintzberg: A “well rounded” model of the managerial job:
The person in the job
The frame of the job
The agenda of the work
The actual behaviors that managers perform

Mintzberg’s “Well-Rounded” Model By Permission of Publisher: Mitzberg (1994)

Determining the Content of Management Development
Issue: How to determine the content of a management development/training program.
What would be recommended, based on the HRD process model?
Begin with:
Survey by Saari et al.:
Only 27% of organizations did any form of ___________________ before designing their management development programs.

Determining the Content of Management Development – 2
Issue: How does the increasingly global economy impact management development?
Bartlett and Ghoshal propose four categories or roles for managers:
Business manager
Country manager
Functional manager
Corporate manager

Issue: Impact of the global economy.
Adler and Bartholomew propose seven transnational skills or competencies:
Global perspective
Local responsiveness
Synergistic learning
Transition and adaptation
Cross-cultural interaction
Collaboration
Foreign experience

Issue: Impact of the global economy.
Spreitzer et al. propose fourteen dimensions of international competency:
Eight end-state competency dimensions
e.g., sensitivity to cultural differences, business knowledge, acting with integrity, insight
Six learning-oriented dimensions
e.g., use of feedback, seeking opportunities to learn, openness to criticism, flexibility

Making Management Development Strategic
Issue: How to insure that management development is linked to the organization’s goals and strategies.
Seibert et al. propose four principles:
Begin by moving out and up to business strategy
Put job experience before classroom activities
Be opportunistic
Provide support for experience-based learning

Making Management Development Strategic – 2
Issue: Linking to organizational strategies.
Burack et al. propose seven points:
A clear link to business plans and strategies
Seamless programs
A global orientation
Individual learning occurs within a framework for organizational learning
Recognition of the organizational culture
A career development focus
A focus on core competencies

Management Education
Bachelor’s and master’s programs at colleges and universities (B.B.A., MBA)
Executive education – e.g.,
Condensed MBA programs
Short courses by:
Colleges and universities
Consulting firms
Private institutes
Professional and industry associations

Management Education – 2
Although very popular, there are many challenges facing management education at present – e.g.,
Ensuring timeliness
“Just-in-time management education”
Ensuring value-added
Linking classroom with on-the-job experiences
Connecting education to real-life issues
Intense competition among providers

Management Training and Experiences
Company-designed courses
e.g., General Electric
Company academies, “colleges,” and corporate universities
e.g., Motorola, Xerox
On-the-job experiences
Center for Creative Leadership research
Action learning – a “living case” approach

Examples of Management Development Approaches
Leadership Training
Transformational leadership
Focus on leader qualities such as vision, inspiration, and charisma
“Transforming followers, creating vision of the goals that may be attained, and articulating for the followers the ways to attain those goals.” (Bass, 1985)

Examples of Management Development Approaches – 2
Leadership Training
Leaders developing leaders
Involvement of CEOs and other senior managers in developing leaders within their own organizations. Example: Intel
Effective leaders create engaging personal stories to communicate their vision for the future (Cohen & Tichy).

Examples of Management Development Approaches – 3
Behavior Modeling Training
Typically includes five steps:
Modeling
Retention
Rehearsal
Feedback
Transfer of training
Demonstrated effectiveness for changing learning, behavior, and results

Designing Management Development Programs
Management development must be tied to the organization’s strategic plan.
A thorough needs analysis is essential.
Specific objectives should be established for each component.
Senior management involvement and commitment in all phases is critical.

Designing Management Development Programs – 2
A variety of developmental opportunities should be used.
Formal (programs)
Informal (on the job)
Ensure that all participants are motivated to participate.
The regular evaluation updating of all programs is essential.

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Management Development

by Gautam Ghosh

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