This document discusses various on-the-job and off-the-job methods for management development programs. On-the-job methods include coaching, understudy assignments, job rotation, planned work assignments, and internships. Off-the-job methods discussed are lecture/seminar, simulation exercises, behavior modeling, sensitivity training, and transactional analysis. Each method is described along with its advantages and disadvantages for developing management skills.

2. PERFORMANCE DISCREPANCY
Is it worth fixing
Reward Inadequate Obstacles in
KSA Deficiency punishment feedback the system
incongruence
Choose
Change Provide proper Remove
appropriate
contingencies feedback obstacles
remedy
Job aid practice Change the job Transfer or
terminate
training

3. NEEDS ASSESSMENT
• First step of training process.
• Diagnosis of present problems and future
challenges.
• At two levels: group & individual

4. Needs assessment
•Organizational support
•Organizational analysis
•Task & KSA analysis
•Person analysis
Instructional Development
objectives of criteria
Training
Selection and validity
design of
instructional Transfer
programs validity
Intraorganiza
training
tional validiy
Use of
evaluation Interorganiza
models tional
validity

5. ISSUES IN NEED ASSESSMENT
• Organizational support The analyst needs to
take step to work effectively with all parties
and gain the trust and support.
• Organizational analysis Examining goals of the
organization (short & long term) and the
trends likely to effect the goals.
• Task and KSA analysis
• Person analysis

6. NEED ASSESMENT METHODS
Group level Individual level
Organizational goals Performance appraisal
Personnel inventories Work sampling
Exit interviews interviews
Quality circles questionnaires
Customer survey Attitude survey
Current and projected changes Training progress
Organizational climate indices
Efficiency indices

7. BENEFITS OF NEED ASSESMENT
• Trainers are informed about the broader
needs of the trainees.
• Trainers are able to pitch their course inputs
closer to the specific needs of the trainees.
• It makes training department more
accountable and more clearly linked to the
other HR activities.

8. CONSEQUENCES OF ABSENCE OF TNA
Increased
Lower quality of Poorer quality overtime &
training personnel no. of
personnel
Higher
pay, overtime
premium, sup
plement
Higher
Higher labor Loss of
recruitment
turnover business
cost

9. Management Development
Program

10. • Management Development Programmes are
the training methods for enhancing
organizational performance through
experiential learning.
• Human Resources Development can be
defined simply as developing the most
important section of any business its human
resource by, “attaining or upgrading the skills
and attitudes of employees at all levels in
order to maximise the effectiveness of the
enterprise” (Kelly 2001)

11. • Human Resources Development is not a
defined object, but a series of organized
processes, “with a specific learning objective”
(Nadler,1984)
• Human Resources Development is the
structure that allows for individual
development, potentially satisfying the
organization's goals.

12. Objective
• A key feature of future top organizations will be to
know how to boost the motivation and learning
potential on all levels of the organization
• “Its primary focus is on growth and employee
development…it emphasizes developing individual
potential and skills” (Elwood, olton and Trott 1996)

13. purpose of MDPs :
• MDPs provide considerable intellectual
stimulation.
• Secondly, we acquire a nodding acquaintance
with new concepts and new developments in the
area of managerial techniques..
• The third benefits one derive from an MDP is the
embellishment of one’s vocabulary-and this is
good thing if the jargon is used
circumspectly, and with the fact and
understanding

14. • The program is designed to drive and support the
individual development of these talents along the
following core disciplines:
• Personal Mastery,
• Mental Models,
• Building shared Vision,
• Team Learning,
• Systems Thinking.

15. 1. Personal Mastery
– Openness to ongoing individual development in
order to be ready for the continuously changing
challenges in a learning organization,
– to create a context for oneself that - as a creative
network - stimulates learning and growth.
2. Mental Models
– The reflection on the inner maps and the deeply
ingrained assumptions that influence how we
understand the world and how we take action.
Above all, this means,
– to comprehend the strong interconnections
between our thinking and our actions.

16. 3. Building a shared Vision
– Creating identification by building a shared‚
picture of the future and translating it into a
set of principles and guiding practices.
4. Team Learning
– Ability for effective communication, conflict
solving and consensus building in work
groups and teams, in order to make optimal
use of existing resources and capacities.

17. 5. Systems Thinking
– Thinking in complex interconnections
– Evaluating organizational challenges in terms of
interdependencies and effecting cycles
– and developing effective ways to design
systems

18. Management
Development
Off-the-job methods
On-the-job methods
• Lecture/Seminar
•Coaching
• Simulation exercise
•Understudy
• Behavior modeling
•Job Rotation
• Sensitivity training
•Planned work Assignment
• Transactional analysis
•Internship

19. 1. On-the-job Management Development
Methods
Management development takes place on the job.It is
learning by doing in the context of real work
environment.

20. a) Coaching
• It is actively guiding managers by their
experienced immediate supervisors.The coach
gives the guidance through direction, advice,
criticism and suggestions.
• If the coaching is done by someone other than
the immediate supervisors, it is called
mentoring.

21. Advantages
• This methods provides oppurtunities for interaction between
the coach and the learner.
• There is rapid feedback of the performance
• Learners are self motivated
Disadvantages
•Heavy reliance is placed on the abilities of the
coach.This may limit the scope for development.
•Managers may be unwilling or unable to coach

22. b) Understudy Assignments
• Trainee managers are given staff posts under an experienced
manager with”Assistant to” title
• Trainee get the chance to learn the job under outstanding
managers
Advantages
• The understudy managers gain valuable knowledge and
experience
• They become important source for filling up vacants posts in
future.
Disadvantages
• The trainee may be unable tomake major decisions
• The chances for errors are high

23. c)Job Rotation
• It involves shifting managers from position to position.It
can be:
(i) Planned Rotation: Managers spend two or three months on
a job and are then moved on.They learn several different
jobs.
(ii) Situational Rotation: Shifting is done to meet work
schedules or to make the job challenging to the manager
(iii) Line and staff Rotation: Managers can be shifted between
line staff positions.

24. Advantages
• Managers can broaden their experience and become familiar with
variety of jobs
• Specialists managers can be developed as generalists
• Boredom and monotony in jobs are reduced
• Managers evaluation is facilitated
Disadvantages
oRotated managers have little knowledge when shifted to new
tasks.Productivity may suffer.
oCosts of rotation may be high

25. d) Planned work Assignments
• They give managers oppurtunity to gain experience and
develop ability.The assignments can be:
(i) Heading a task force: To solve specific problems
(ii) Committee membership: To participatr in decision making
(iii) Special project assignment: To learn project management

26. Advantages
• Interpersonal skills of managers get developed
• Team work is facilitated through participative management
• Managers with high potential can be identified
Disadvantages
• Managers may be affected by disadvantages associated with
committees

27. e)Internship
• It combines classroom-oriented theoretical knowledge with
practical experience
• Managers are interned in organizations for a specified period
to work as employees to gain experience.

28. 2. Off-the-job Management development Methods
• Most management development takes place off the
job.Managers are removed from the stresses and demands of
the workplace.They can focus on learning experience.
• The methods widely used are:

29. a)Lecture/Seminar
• Lectures are oral communication of information to managers
by instructors
• Participants get oppurtunity to acquire knowledge and
develop their conceptual, analytical and technical skills

30. Advantages
• Lectures can cover large group of audience simultaneously at
low cost.
• Large amount of information can be covered in short time.
Disadvantages
• Lectures lack active involvement of learners
• There is no feedback from learners

31. (b)Simulation
A mock-up of a real thing
 A case study not to analyze but to be experienced
by the trainee
 Asked to be themselves, not to act
 Decisions have a real effect in the simulation
 Followed by a critique of what went on during
the exercise
31

32. c) Behaviour Modeling
• This method combines role play with modeling.It involves the following
steps:
(i) Model study : Participants watch film or video of model
persons behaving effectively in problem
situation
(ii) Reinforcement:Trainers positively reinforce the participants
by providing feedback about a trainee performance.
(iii) Skill Transfer: Participants transfer the new skills on the job
• Role Playing
 Creating a more realistic situation
 Usually one of human problems and conflicts
 Closely approximate a real situation
 Enhances their sensitivity, growth and development

33. • Advantages
(i) This method emphasizes effective
management practises through imitation of
role models.
• Disadvantages
(ii) It is time consuming.

34. (d)Sensitivity Training
• According to Chris Argyris “ it is a group
experience to provide maximum possible
opportunity for the individuals to expose their
behavior, give and receive
feedback, experiment with new behavior and
develop awareness of self and of others”
 Changed attitude
 Interpersonal competence
 Organizational improvement
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35. Advantages
• Increased listening and observation skills
• Increased tolerance for individual differences
• Increased openness and trust with others
• Improved conflict resolution skills
Disadvantages
•Increased anxiety levels of weaker individuals
•Doubt about transfer of skills to jobs

36. e)Transactional Analysis
This method views interactions between individuals and
between groups as transactions. It holds that an individuals
personally consists of three ego states.
• The parent: Ego state of authority, superiority, controlling
• The adult : Ego state of objectivity and rationality
• The child : Ego state of impulses and emotion
The parent and child ego states feel and react directly. The
adult state thinks before acting.

37. • Advantages
i)TA develops skills in interpersonal relationships.Managers can
understand others better.
ii)The quality of communication is improved between individuals
and groups.
iii)Managers can understand and improve their managerial style.
• Disadvantages
i)Hard evidence is lacking about the effectiveness of TA
ii)The skills acquired may not be transferred to job

38. THANKS
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