Development aims to enhance one's ability to understand and interpret knowledge, and results from experience and maturity. It differs from training, which focuses on learning specific behaviors and actions. Management development involves imparting knowledge, changing attitudes, or increasing skills to improve current or future management performance. It has a long-term focus on understanding knowledge, developing judgment, and expanding capacities, while training has a short-term focus on improving specific skills for a current job. Development measures effectiveness through having qualified people available when needed, promoting from within, and gaining a human resource competitive advantage.

2.  Development is the educational process as it tries to
enhance one’s ability to understand & interpret
knowledge in a useful way.
 Development is different from training in that it is often
the result of experience & the maturity that comes with
it.
 Any attempt to improve current or future
management performance by imparting knowledge
, changing attitudes or increasing skills is termed as
management development

3. TRAINING ITEM DEVELOPMENT
Learn specific behaviours
& actions; demonstrate
techniques & processes
FOCUS Understand & interpret
knowledge; develop
judgement; expand
capacities for varied
assignments
Short term TIME FRAME Long term
Tries to improve a specific
skill relating to a job
PROCESS Aims at improving the
total personality of an
individual
Meet current
requirements of a job;
aims at improving
employee performance on
a currently held job
GOAL Meet future challenges of
the job & the individual;
aims at providing
learning opportunities
designed to help
employees grow.

4. Performance appraisals,
cost benefit analysis,
passing tests or
certification.
EFFECTIVENESS
MEASURES
Qualified people available
when needed, promotion
from within possible, HR
based competitive
advantage

6. ANALYSIS OF ORGANISATIONAL
DEVELOPMENT NEEDS
APPRAISAL OF PRESENT
MANAGEMENT TALENTS
INVENTORY OF MANAGEMENT
MANPOWER

7. PLANNING OF INDIVIDUAL
DEVELOPMENT PROGRAMMES
ESTABLISHMENT OF
DEVELOPMENT PROGRAMMES
EVALUATION OF RESULTS

8.  On- the job methods
Coaching or understudy
Job rotation
Multiple management
Job instruction training

9.  Off – the job training
 Lectures
 Programme institution method
 Conference method
 Case study
 Role play
 T – group training method
 Coaching
 Vestibule training
 Business or management games
 In- basket exercise method
 Behavioural modelling
 Brainstorming sessions
 Incident method
 Grid training method

10.  What the managers – trainees think about the
programme through questionnaire.
 Whether there is improvement in quality , quantity of
output;
 Cost – benefit analysis helps to know the success of a
programme. This criterion helps to know the final
result.
 After the programme, whether the managers behave & do
their work with positive attitude? This is revealed by
performance appraisal & carried out by supervisors, clients,
peers, etc
 It should also be seen to what extent managers
acquired skills, abilities, etc. Performance tests are
useful for knowing this aspect.