Management development is the process of enhancing manager skills, knowledge, behaviors, and attitudes to improve organizational effectiveness. It involves systematically training managers over time. There are several key factors that affect management development programs, including having clear organizational policies and objectives, performing managerial audits to identify skill needs, implementing reward and performance appraisal systems, allocating adequate resources and support, establishing career paths through promotion planning, implementing effective management development structures and systems, and accounting for diversity among managers. The goal is to develop managers' abilities to effectively analyze problems, make decisions, and fulfill their roles within the organization.
How Employee Learning and Development Can Drive Business Growth.pdfMenTutor
Investing in employee learning and development can lead to business growth. Discover the benefits, strategies, and best practices for effective employee training programs, including mentorship, alignment with company goals, and creating a culture of continuous learning. Overcome challenges such as limited budget and resistance to change to improve employee productivity, quality of work, customer satisfaction, innovation, and more.
How Employee Learning and Development Can Drive Business Growth.pdfMenTutor
Investing in employee learning and development can lead to business growth. Discover the benefits, strategies, and best practices for effective employee training programs, including mentorship, alignment with company goals, and creating a culture of continuous learning. Overcome challenges such as limited budget and resistance to change to improve employee productivity, quality of work, customer satisfaction, innovation, and more.
chapter 8 Performance Management and Employee DeveloJinElias52
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Here's a ppt presentation on Management Development Programs.
The aim Management Development Programs is to transform managers belonging to intermediate level to successful leaders.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
a group of people who share a common vision, goals, metrics and who collaborate, challenge and hold each other accountable to achieve outstanding results. One can recognise a high performing team when the members have a clear and shared vision of where they are headed and what they have to accomplish.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
chapter 8 Performance Management and Employee DeveloJinElias52
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Here's a ppt presentation on Management Development Programs.
The aim Management Development Programs is to transform managers belonging to intermediate level to successful leaders.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
a group of people who share a common vision, goals, metrics and who collaborate, challenge and hold each other accountable to achieve outstanding results. One can recognise a high performing team when the members have a clear and shared vision of where they are headed and what they have to accomplish.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
Similar to Chapter-8 Management Development.pptx (20)
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
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Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
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2. Definition of Management Development:
Management development is a systematic
continuous process of enhancing skills,
knowledge, efficiencies, insights and change of
behavior and attitude of manager's and executives
so that they can deploy their utmost sincerity and
commitment of organizational effectiveness.
Various authors in various ways have defined
"Management Development“: (Pls. see next slide)
3. 1. Koontz & Weihrlch: "Management
development is the process a person makes in
learning how to manage effectively".
2. Gary Dessler, 2001: “ Any attempt to improve
current or future management performance by
imparting knowledge, changing attitude or
increasing skills”.
3. Sadler, 1998: "Management development has a
deceptively simple sound to it. Clearly it means
developing the ability of people to manage in
their own organizational environment''.
4. Objectives of Management Development:
1. To develop efficiency
2. To ensure same performance:
3. To change behavior:
4. To train up subordinates:
5. To increase job satisfaction:
Following objectives are important which can
be discussed in short. With the fulfillment of
these objectives management development
becomes successful:
5. 6. To make the organization effective
7. To attract good people
8. To develop a learning environment
9. To establish high ethical levels
10. To ensure overall improvement
11. To reduce the wastage of time and efforts
12. To use technologies proper
13. To help career planning and development (CPD)
14. To ensure discipline
15. To develop a good working condition
Contd.
6. Importance of Management Development
There are some points of importance of
Management Development in the organization.
Importance of Management Development can be
with these points. If all these things are properly
managed, we can say that there is an importance
of Management Development.
1. Increase in productivity
2. Increase in efficiency
3. Increase in profitability:
4. Increased motivation:
7. Contd.
5. Improvement of good LMR
6. Development of leadership
7. Development of ethics
8. Consciousness about service rules
9. Increase in sales volume
10. Effective Advertising
11. Awareness about social responsibility
12. Attitude of citizenship in organization
13. Effective Socialization
14. Effective use of time
15. Overall development of organization
8. Advantages of Management Development
Management Development is a process by which
employees gain and apply knowledge, skills and
attitudes to manage work in the organization
effectively. As a result, employees are able to get
various types of advantages from their organization.
These are discussed below:
1. Increased Proficiency
2. Increased Productivity
3. Increased knowledge
4. Increased confidence
10. Disadvantages of Management Development
There are so many advantages of management
development process but on the other side there
are some disadvantages which create problems in
the organization. The disadvantages of
management development are given below:
1. Lower Productivity
2. Insincerity of Managers
3. Selection of Trainer
11. Contd.
4. Improper Recruitment
5. Non availability of Modern Aids / Equipment's
6. Lack of Fund
7. Misuse of Fund
8. Lack of Good Working Environment
9. Lack of Proper Evaluation
10. Absence of Good Relation between Management
and Employees
12. Principles of Management Development:
Managing organizational development will be more
successful if we can apply the following principles:
1. Honesty:
2. Timeliness:
3. Sincerity:
4. Commitment:
5. Ethics/Values:
6. Goal Orientation:
7. Matching with Company Policy:
8. Good Behavior:
9. Responsibility:
10. Requires managers,
executives and employees to
be disciplined
14. 1. Organizational Analysis: An organizational analysis plays a significant
role in determining the organization's requirements for mangers.
2. Manpower Review: For management development, manpower has to be
reviewed.
3. Performance Appraisal: For management development, there should be
performance appraisal system in the organization in which employee's job
performance is rated on a regular basis, usually once a year.
4. Management by Objectives (MBO): Management by objectives is a
comprehensive management approach which is adopted for performance
appraisal and so also for organizational development.
5.Training: For management development, after evaluating the performance
of the employees placing them in the right place and the next step is to train
and develop the employees.
Management Development Process
15. Guidelines for Management Development:
There are some guidelines for Management Development Program.
These are followings:
Guidelines for Managers:
For managers, such guidelines are mostly general intended
to develop their understanding and decision making
power. Such guidelines can be listed as below:
To improve the quality and consistency of the
programs and strengthen their strategic content.
To improve the consensus building in the preparation
implementation and review of development program.
To broaden the outlook in regard to their role,
position and responsibilities in the organization and
outside.
16. Contd.
To improve the thought process and analytical ability
so as to enable the top level managers to
understand the problems and take managerial
decisions in the best interest of the organizations in
particular and the country in general.
To think through the problems that confronts an
organization at present or might crop up in the future.
To understand economic, technical and institutional
forces to solve business problem, and
To acquire knowledge about the problems of human
relations.
17. Guidelines for Trainers:
To learn about trainees before beginning the training program.
To discover what the trainees can already do and what they know about
organizational development.
To encourage the trainees to talk about themselves and their background in
the first training sessions.
To discover the extent of the trainees reading and writing skills during the
first sessions.
To know exactly what areas the trainees need training in and to make it
clear exactly what the trainees will expect to learn.
To arrange the means by which trainees can practice the skills they are
expected to develop.
To need carefully plan in teaching, practical arrangements and facilities in
order to facilitate the running of training program.
To demonstrate the benefits of the methods and encourage the trainees
through practice and discussion.
To arrange suitable facilities for training and to give the trainees access to
practice their skills.
18. Guidelines for Trainees:
To improve their education levels for understanding
different functions an a company;
To increase sincerity for understanding economic, technical
and institutional forces to solve business problems;
To increase devotion for developing the ability to analyze
problems and to take appropriate action;
To acquire knowledge about the problems of human
relations;
To increase sincerity for improving their role, position
and responsibilities in the organization;
To increase their participation in decision making through
training program.
19. Factors Affecting Management Development
• When the organization has a clear set of policies,
objectives and approaches established it is in a
position to consider the best way to organize and
implement the development program.
• Bardwell and Holden hold the view that if a
development program is to be successfully planned
and implemented, there has to be a clear and
unambiguous allocation of responsibility a
willingness to accept that responsibility. There are
several factors that need to be seriously considered in
organizing management development program.
Bardwell and Holden discuss these as follows:
20. Contd.
1. Availability of suitable managers: To achieve
strategic objectives, organizations need to ensure they
have the right numbers of managers, with the right
skills, available at the right time. A ' managerial audit' is
normally carried out, utilizing information from sources
such as performance appraisals, personnel files and
discussions with bosses, to reveal the skills available to
meet forecast demand. Established HUM plan and
development objectives.
21. Contd.
2. Reward and appraisal systems: Extrinsic reward
systems such as competitive salaries, and performance
related pay with fringe benefits such as company cars,
company pension schemes, share options, etc. are
important to successfully recruit and retain high caliber
managers.
3. Resourcing and support: To be successful,
development requires adequate resourcing and support.
In smaller organizations, the physical resources to carry
out development (trained personnel, training space and
materials) are rarely available and external resources in
the form of consultants, academics and professional
institutions are utilized.
22. Contd.
4. Promotion and succession planning: In conjunction
with reward and appraisal systems, careful
consideration needs to be given to career paths and
progression, especially for managers. This requires a
well-prepared human resource plan that looks to the
future.
5. Structures and systems: Implementing management
development successfully is dependent upon an
effective management development infrastructure that
–identities and allocates responsibility;
–provides and disseminates information efficiently;
–provides administrative support;
–Increases awareness and 'visibility.'
23. Contd.
6. The diversity of management: By now, it should be
clear that development has to be the reality of
managerial work. Development programs must make
room for the diversity of management skills, attitudes
and experience that reside within the organization.
24. Steps of Management Development:
There are some steps for managing the organizational
development. These are discussed below:
1. Determining the objectives: Determining the
objective is the first steps of management
development such objective may include:
Attitudinal change;
Behavioral change;
Change in knowledge and skills;
Change in performance.
25. 2. Selecting development needs: Management
development is needed for the following reasons:
‾ To face the challenge of competition;
‾ To survive under economic uncertainty;
‾ To take proper decisions;
‾ To move quickly;
‾ To improve the quality of work life;
‾ Making the organization more socially responsive
and transparent; etc.
Contd.
26. 3. Developing strategy:
While developing appropriate strategy, it is necessary to study
people, subsystems and organization as a total system. Strategy is the
direction and scope of an organization in the long run, matching
resources and changing environment.
4. Establishing training and development program: For management
development, training and development program should be
established. It is necessary:
o To make available managers and executives with requisite
knowledge and skills to meet the present and anticipated future
needs of the organization;
o To improve the functional competence of the managers;
o To sustain good performance of the employees; to acquire
knowledge about problems of human relations.
Contd.
27. 5. Monitoring and supervision: For management development,
the overall activities of an organization should be monitored and
supervised properly. Without proper monitoring and supervision,
the organization can not achieve goals.
6. Implementing the program: Management development
program should be implemented in a phased manner. Since
total organizational change precedes attitudinal change,
change in values and beliefs of the people, the initial trust
should be given to training of employees, improvement of
their skill, developing self awareness, improving
interpersonal relationships, reducing conflicts, etc. To
implement management development program, sufficient
fund has to be ensured.
Contd.
28. 7. Evaluation and Feedback: For management,
development the activities of the employees should be
evaluated properly. If the efficient and experienced
employees are not evaluated properly, they can lose
their interest to do the work. Manpower activities
should be evaluated properly and should be given to
them rewards so that the organization can reach its
target.
Contd.
29. Methods of Management Development:
1. Internal Methods:
a) Planned Progression
b) Job Relation
c) Temporary Promotion
d) Coaching
e) Apprenticeship
f) Discussion
2. External Methods:
a) Lecture
b) Conference
c) Case Study
d) Discussion
e) Programmed Instruction
f) T-Group training
g) Management games
h) Role playing
i) Brain storming
j) Executive speaking
k) Executive listening