Management Development Programme
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The document summarizes the results of a 360 assessment and Myers-Briggs Type Indicator (MBTI) assessment taken by Yusuf Danesi. Some of his strongest traits included being democratic/caring and conceptual/innovative. Based on the assessments, he is working to improve his listening skills, focus his energies, increase flexibility, manage time effectively, and pay more attention to people's emotions. His development goals include improving communication, decision-making, change management, and conflict management. He has been applying his learning through mentorship sessions and producing materials like meeting agendas and job specifications to be more accessible. His goals are to live the company's mission and vision, be driven more by satisf
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This document outlines an employee development program focused on management skills. The program objectives include identifying management styles, effective communication, coaching behaviors, motivation, goal setting, delegation, problem solving, and brainstorming. It provides definitions of management and development, and discusses management styles, leadership, effective communication, motivation, delegation, supervision, and decision making. The presentation aims to develop participants' technical, human, and conceptual competencies as managers.
AIM Management Development Program 2013
For INDONESIA area, please contact :
Representative of AIM for Executive Education program in Jakarta,
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Management development involves providing managers with opportunities to learn, grow, and change through management education, training, and on-the-job experiences. Describing the manager's job, several approaches have been used including characteristics, roles, process models, and holistic approaches. Determining management development content should begin with needs assessment and be impacted by factors like globalization.
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This document discusses various approaches to management development and describes the manager's job. It examines how to determine the content and make management development strategic by linking it to organizational goals. Several examples of management development approaches are provided, such as leadership training programs. The document emphasizes that management development must be tied to strategic plans and include a thorough needs analysis to be most effective.
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Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
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Succession planning
Succession planning is a process that identifies, develops, and transitions potential successors for key roles within an organization. Most organizations currently have traditional succession planning processes that identify successors for executive positions. Fewer than 12% of companies have integrated succession management with talent mobility across roles. It is important for succession planning to identify critical positions, assess key talent potential and performance, and develop individual development plans to address any skill gaps through a blend of on-the-job and formal training experiences.
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This document discusses management development, which is a systematic process for managers to develop their abilities. It aims to promote superior employees and give rise to planned programs. Several forces have caused an expansion of management development activities, including a shift to professionally managed enterprises and recognition of management as a distinct occupation. The document outlines objectives, processes, and techniques of management development, including on-the-job techniques like job rotation and understudy programs, and off-the-job techniques like case studies and behavior modeling. The success of management development programs depends on properly selecting techniques based on their suitability for the job.
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Succession management is the process of identifying and developing internal employees with potential to fill key leadership roles in the future. It helps ensure continuity and prepares employees for advancement. The process involves aligning plans with strategy, identifying needed skills, selecting high-potential employees, providing development opportunities like rotations and training, and monitoring progress. It has evolved from short-term replacement planning to a broader, long-term focus on developing talent pools and competencies.
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For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
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