This document discusses management development and leadership training. It explains that organizations use tools to identify management potential and provide intensive development programs for future leaders. Management development aims to challenge all managers to grow through performance and prepare for tomorrow's requirements. It involves assessing employees and training them in leadership skills like cognitive, behavioral and environmental skills. Management development can be used to attract, retain and monitor managerial talent, and provide competitive advantages. The document outlines the processes organizations use to conduct management development programs, including determining competencies, roles and accountabilities, and developing individuals' careers. It also discusses fast-track management development programs used to identify leadership potential and supplement managerial skills.

1. MANAGEMENT
& LEADERSHIP
DEVELOPMENT

2. Organizations today are implementing a
multitude of tools to identify
management potential, along with
intensive efforts to develop those future
leaders

3. How are the future leaders of an
organization selected?
How are those future leaders
developed?

4. “Management development must embrace all
managers in the enterprise; it must aim at
challenging all to growth & self development. It must
focus on performance rather than on promise & on
tomorrow’s requirements rather than those of today.”
 -Drucker, 1955, The Practice of Management

5. “Management Development is an aspect of organizational
development that covers recruitment and assessment of
executive level employees and training them in leadership to
equip them for higher positions.
This process generally includes development of cognitive
(thinking, idea generation, and decision making), behavioural
(choosing appropriate attitudes and values), and environmental
(suiting management style to the situation) skills.”
 -Walden University

6. Equip them with:
Analytical,
problem
solving,
decision
making &
judgment
skills
Command of
basic facts
Relevant
professional
knowledge
Self
knowledge
Updated
information
on current
changes &
developments
in respective
field of work

7. MD process can also be used for:
Attracting
potential
employees to
organization
Retaining
employees
Monitoring
and
maintaining a
stock of
managerial
talent
Obtaining
competitive
advantages
Reinforcing or
reshaping of
organizational
strategy

8. Management
CompetenciesTasksResponsibilitiesRoles
Marketing
Growth in
Market Share
Planning
Knowledge
Skills
AttitudesOrganizing
Implementing
Monitoring
Customer
Satisfaction
Bottom-line
growth
Developing
People

9. Where the MD Programmes are
conducted?
In-house
by Professional Institutes
at Colleges and Universities

10. Traditional
Management
Development
Management
Education
Management
Training
Experiential
Learning

11. Business Strategy
Critical Success Factors
Organizations Capability
Business Performance
Management Capability
Business Environment
Developed within
the
Organization

12. The Process
Vision, Mission &
Values
Determine
Competencies,
Tools, Roles &
Accountabilities and
Sustaining methods
Identify candidates
selection for
Opportunities
Development
Assessment, Re-
assessment Lessons
Learnt

13. Career Planning
Individual Career
planning
Organizational
Career Planning

14. Objectives of career planning
More effective
development
of available
talent
Satisfaction of
employees
personal
development
needs
Increased
employee
loyalty &
motivation
A method of
determining
training &
development
needs
Improvement
of
performance
through OJT
experiences
Assign
Responsibility
for career
development

15. Responsibility for career development
Top
management
must first
make a strong
commitment
to support
career
development
The HR
professional
are then
responsible for
implementing.
The immediate
supervisors
responsible for
providing
support,
advice and
feed back
Individual
employees are
then finally
responsible for
developing
their own
careers

16. Organizational
Projection
Review
management
skill inventory
Management
replacement
chart
Identify
person’s
development
needs
Execute
development
programs

17. Fast track management development
programs are being used as an integral part
of today’s management development effort as
organizations use this development process to
help identify leadership potential, outline
areas for growth, and supplement managerial
skills.

18. Identify Leadership Potential
9-box grid

20. High potential
individuals usually
are smart (yes, IQ
matters);
they want to stay
with the
organization;
they have
emotional maturity
and strategic
thinking skills; and
they are engaged in
their job and find
meaning in their
work.
What are the key
attributes that
differentiate
someone with
potential from
someone without
potential?

21. 5 Commonalities
Picked
early in
their
careers
Engage in
a fast rate
of lateral
movement
Maintain a
carefully
monitored
career
Receive
special
coaching
or
mentoring
Are
expected
to quickly
ascend to
leadership

22. M.D. TO BE TRULY EFFECTIVE
an
organization’s
culture,
organizational
infrastructure
management
support,
process
orientation,
clarity of
vision, and
current level
of
management
development
structure