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.”

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

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)

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

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

Describing the Manager’s Job – 3 Roles approach : Fayol’s observational approach Planning, organizing, commanding, coordinating, and controlling Mintzberg’s managerial roles Interpersonal Informational Decisional

Roles approach :

Fayol’s observational approach

Planning, organizing, commanding, coordinating, and controlling

Mintzberg’s managerial roles

Interpersonal

Informational

Decisional

Describing the Manager’s Job – 4 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 :

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

Describing the Manager’s Job – 5 Process models : Four-dimensional model (Schoenfeldt & Steger): Six management functions Four roles Five relational targets Various managerial styles

Process models :

Four-dimensional model (Schoenfeldt & Steger):

Six management functions

Four roles

Five relational targets

Various managerial styles

Describing the Manager’s Job – 6 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

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.

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: 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

Determining the Content of Management Development – 3 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.

Adler and Bartholomew propose seven transnational skills or competencies:

Global perspective

Local responsiveness

Synergistic learning

Transition and adaptation

Cross-cultural interaction

Collaboration

Foreign experience

Determining the Content of Management Development – 4 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

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

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

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

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

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

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)

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).

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

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.

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.

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.