This document discusses various levels and programs for management development and training, including senior leadership programs. It also covers topics like career management, motivation, loyalty dilemmas, and different models for management training. Some of the models discussed include Aristotle's three appeals of ethos, logos, and pathos, Occam's razor, and the Abilene paradox. The Abilene paradox describes a situation where a group collectively decides on a course of action that no one individually wants because they think it's best for the team.

6. OPERATIONAL LEVEL

7. SENIOR MANAGEMENT LEVEL
• Young Leaders Management
Programme
• European Leadership Programme
• Global Leadership Programme

10. TRAINING PROCESS

16. CRITICAL INCIDENT

33. THE MANAGEMENT OF MANAGERS AND
TALENTED STAFF
• Studies by Handy and Storey (2000)
• Costly
• Staff mobility
• Complex/ high-level of interpersonal skills
• Long-term/ appraisal difficult
• Context may not change in spite of individual development
• Global trends: Excess of unskilled labour, shortage of Skilled
• Involves careers and career management

34. MC DONALD’S :SENIOR MANAGEMENT LEVEL
• Young Leaders Management
Programme
• European Leadership Programme
• Global Leadership Programme

39. WHAT IS A CAREER? SCHEIN:

40. • Google: Motivation and Career Anchors Assessment
•

41. PROFESSIONAL AND MANAGERIAL STOCK
High likelihood of
promotion- HIGH
LOW
High Current performance
Stars
?
Low
? ?

42. LOYALTY DILEMMA
Accept Reject

43. MANAGEMENT DEVELOPMENT

45. MANAGEMENT DEVELOPMENT LEADERSHIP
TRAINING
• Copy the following
• https://www.youtube.com/watch?v=OlXJ7xRU4K4

46. A QUICK SAMPLE: MANAGEMENT TRAINING MODELS:
1. ARISTOTLE’S THREE APPEALS

47. ETHOS,LOGOS,PATHOS
• The Most Persuasive Combination
Aristotle’s On Rhetoric to be the most important single work on persuasion ever written.
• For when you try to persuade others, people first buy into you (ethos), then into your
arguments (logos) and finally into their own conviction (pathos).

48. 2. CUTS LIKE A KNIFE: OCCAM’S RAZOR

49. ENTIA NON SUNT MULTIPLICANDA PRAETER
NECESSITATEM”
WILLIAM OF OCKHAM

50. •All things being equal, the
simplest answer is usually
the correct one.”

51. BLAKE AND MOUTON GRID

52. 3. ABILENE PARADOX
• Please copy Video
• Abilene Paradox, Communication Training, Organization Behaviors
http://www.youtube.com/watch?v=z_iGdiYO7gI

53. ABILENE PARADOX
• The Abilene paradox is a paradox in which a group of people collectively decide on a
course of action that none of them really want to take but say they do because they think
it's best for the team

54. HOW TO AVOID THE ABILENE PARADOX
• . Reward critical thinking, for example, by appointing a devil's advocate.
2. Do not mistake silence for consent. If people are quiet, find out what they think.
3. Don’t state your opinion too early. Be the last to speak so that people don't copy you.
4. Give meeting participants time to think through major proposals. After initial enthusiasm
wears off, they are much more likely to spot problems and weaknesses.
5. Invite group outsiders in and ask them to tell you what they think.