This document discusses management development. It defines management development as attempts to improve current or future manager performance through knowledge, attitudes, or skills. Management development involves formal education, experiences, relationships, and personality/ability assessments to help employees prepare for career futures. Development focuses on long-term preparation for future roles, while training focuses more on present job skills and tasks. The document outlines various techniques for management development, including on-the-job training, off-the-job activities, succession planning, and organizational change management models. It also discusses how to lead organizational change and use organizational development approaches.

1. 1
Management Development
How do successful people get to
be that way?
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2. 2
Management Development
 Management development definition
 Any attempt to improve current or future management
performance by imparting knowledge, changing
attitudes, or increasing skills.
 The combination of formal education, job experiences,
relationships, and assessment of personality and
abilities to help employees prepare for the future of
their careers.
 Development is…
 Continuous learning
 Self-directed
 Relational
 Found in work challenges

3. Training Versus Development
 Training Typically involves providing
employees the knowledge and skills need to
do a particular job or task.
 Developmental Activities has longer term
focus on preparing for future work
responsibilities, also increasing the capacities
of employees to perform their current job.

4. 4
Quick Quiz
 Put a T next to the statements that best
describe Training and put a D next to the
statements that best describe Development.
 Focus is on the present
 Focus is on the future
 Preparation for changes
 Preparation for current job
 Participation is required
 Participation is voluntary

5. Process of Management
Development
 Assessing the company’s Strategic
needs.
 Appraising Managers’ Current
Performance.
 Developing the managers (future
managers)

6. Techniques of Management Development
 Research Insight: Focus on trend of high
involvement work teams, consensus
,making decision and empowerment.
 Succession Planning: A process through
which senior- level openings are planned for
& eventually filled.

7. Techniques of Management Development
 Managerial On- the-job Training
 Job Rotation: moving a trainee from one
department to other to broaden his/her
experience and identify strong and weak
points
 Action Learning: trainees are allowed to
work full time analyzing and solving
problems in other departments
 Coaching /Under Study Approach: works
directly with senior manager or with the
person he/ she is to replace

8. Techniques of Management Development
 Off- the-job Management Development
 Case study method
 Management Game
 Outside seminars
 University- Related Programs
 Role playing
 Outsource Learning

9. Off- the-job Management Development
 Behavior Modeling
i. Modeling
ii. Role Playing
iii. Social Reinforcement
iv. Transfer of training
 Corporate Universities
 Executive Coaches
 The SHRM Learning System

10. Managing Organization Change and
Development
Topics to be covered
 What to change
 The Human Resource Manager’s Role
 Overcoming Resistance to Change:
 Lewin’s Change Process: behavior was a product of
two kinds of forces-
 Those striving to maintain the status quo & those
pushing for change.
 Implementing change means either weakening status
quo or building up the forces for change.

11. Three Steps in Lewin’s Change
Process
 Unfreezing : reducing the forces that are striving to
maintain the status quo by presenting a proactive
problem or event to get people to recognize the
need for change & to search for new solutions
 Moving : developing new behaviors, values, and
attitudes through structural change or sorts of HR-
based organizational change technique
 Refreezing: takes the organization into its new
equilibrium by reinforcing the changes, Lewin
advocated instituting new systems and procedures
to support and maintain changes.

12. How to Lead the Change
 Unfreezing Phase
 Establish the sense of urgency
 Mobilize commitment through joint diagnosis
of problems.
 Moving Phase
 Create a guiding coalition
 Develop and communicate a shared vision.

13. Key Element in communicating the vision
are:
 Keep it simple
 Use Multiple Forums
 Use Repetition
 Lead by example/ “Walk Your
talk”

14. Moving Phase (Continued)
 Help Employees make the change.
 Consolidate gains and produce more change.
Refreezing Phase
 Reinforce the new ways of doing things with changes
to the company’s system and procedures.
 Leader must monitor and assess progress.

15. Using Organizational Development
 A special approach to organizational change in which
employees themselves formulate and implement the
change that’s required.
 It involves action research.
 Applies behavioral science knowledge to improve the
organization’s effectiveness.
 Changes the organization in a particular direction-
toward improved problem solving, responsiveness,
quality of work and effectiveness.

16. Four Basic Categories of OD
applications
 Human Process Applications
 Aims first at improving human relation skills.
 Goal is to give employees the insight & skills
required to analyze their own and others’ behavior
 Team building and survey research
 Sensitivity training that aims to the increase the
insights into his/ her own behavior by encouraging
an open expression of feelings in trainer- guided t-
group.

17. Four Basic Categories of OD
applications (continued)
 Technostructual Interventions
 OD practioners are involved in changing firms’
structure, methods, and job design, using an
assortment of technostructural interventions.
 Human Resource Management Applications
 Use of action research to enable employees to analyze
& change their firm’s human practices
 Strategic OD Applications
 Aims at achieving a fit among a firm’s strategy,
structure, culture, and external environment eg.
Intregrated strategiuc management.

18. Where is Development Needed?Where is Development Needed?
• Examine Performance Appraisals
• Organizational Needs Assessment
• Discussion with Senior Managers
• Where resources will be best utilized
Discuss GAPS
 G- What are the employee’s Goals?
 A- What is the employee’s view of his/her Abilities?
 P- What are your Perceptions of the employees
abilities?
 S- What is the Standard for the Success?