This document discusses principles and methods for developing managers. It outlines that manager development is a threefold responsibility to the enterprise, society, and individual. It emphasizes developing managers for the tasks of tomorrow rather than yesterday through challenging opportunities for growth. Key principles include developing the entire management group dynamically and focusing on performance over promise. Methods discussed include on-the-job training through coaching, mentoring, job rotation, and instruction as well as off-the-job training using sensitivity training, transactional analysis, lectures, and simulations.

2. Developing
Managers

3. MANAGER DEVELOPMENT A
THREEFOLD RESPONSIBILITY
TO
ENTERPRISE
TO THE
TO SOCIETY
INDIVIDUAL

4. • Manager cannot make rational and
responsible decisions.
• Unless it selects, develops and tests the men
who will have to follow them through-the
managers of tomorrow.
• Tomorrow’s senior positions will be filled by
men who today occupy junior positions.

5. Management today has to be able to
handle many new “relations” problem
Government
Labour
Suppliers
Unions
Employees Customers

6. • By offering challenges and opportunities for the
individual development.
• The enterprise discharges, in part, the obligation
to make a job in industry a “way of life.”
• What is needed is the development of managers
equal to the tasks of tomorrow, not the tasks of
yesterday.

7. • What is needed is the development of managers equal
to the tasks of tomorrow, not the tasks of yesterday.
---- Ralph J. Cordiner
President of General
Electric

8. PRINCIPLES OF MANAGER
DEVELOPMENT
• The first principle of manager development
must therefore be the development of the
entire management group.
• Less time, less money and less energy would
probably be needed to improve the
performance of managers.

9. • The second principle is that manager
development must be dynamic.
• It must never aim at replacing what is today-
today’s managers, their jobs, or their
qualification.
• It must always focus on the needs of
tomorrow.

10. • What business needs is not engineer with a
smattering of accounting. They needs engineers
capable of managing a business.
• One does not become broader by seeing the
business as a whole.
• A man should never be given a job that is not a
real job, that does not require performance from
him.

11. • Manager Development must embrace all
managers in the enterprise.
• It must aim at challenging all to growth and self-
development.
• It must focus on performance rather than on
promise, and n tomorrow’s requirements rather
than on those of today.

12. HOW TO DEVELOP MANAGERS
• The job of developing tomorrow’s managers is
both too big and too important to be
considered a special activity.
• No amount of special manager-development
activities will, for instance, develop
tomorrow’s managers in an organisation that
focuses on weakness and fears strength.

13. • For development is always self-development.
• Nothing could be more absurd than for the
enterprise to assume responsibility for the
development of a man
• The responsibility rests with the individual, his
abilities, his efforts

14. • No business enterprise is competent, let alone
obligated, to substitute its efforts for the self
development efforts of the individual.
• The first job is an individual one.
• Each manager should think through what each
man under him is capable of doing.

15. THIS ANALYSIS LEADS TO TWO
QUESTIONS:
• Is the man placed in the job where he can
make the greatest contribution to the
company?
• What does he have to learn, what weakness
does he have to overcome to be able to realize
fully his strengths and capacities?

16. • When the right job becomes available, it
should be staffed on the basis of the analyses
of the development needs of the individual
managers.
• These are of course life-and-death decisions.

17. • “Manager Manpower planning” then checks on
the adequacy of the company’s individual
manager development effort in the light of
tomorrow’s management jobs and their
demands.
• Manager manpower planning starts with the
analysis of the future needs of the company and
its objectives.

18. • The really important plan is the long term
one-five or ten years ahead.
• Most management have found out that
demand for good people is increasing faster
than the capacity of even a successful
manager-development program to supply
them.

19. • The best performers in any profession always
look upon the men they have trained and
developed as the proudest monument they
can leave behind

20. Management Development method
• On the job training
• Coaching
• Mentoring
• Job rotation
• Job instruction techniques
• Off the job training
• Sensitivity Training
• Transactional analysis
• Straight Lectures method
• Simulation method

21. On the job training
- Coaching
• Considered as a corrective method for inadequate
performance
• It is one-to-one interaction
• Can be done at the convenience of both
• Can be done on phone, meetings, e-mails etc,
• Provides an opportunity to get feedback from the coach.

22. On the job training
Mentoring
• An ongoing relationship that is developed between a
senior and a junior employee
• Provides guidance and clear understanding of how the
organisation plans to achieve its vision and mission
• Not a structured and regular one.

23. On the job training
Mentoring (contd…)
• Focuses on attitude development
• Conducted for management level employees
• Done by someone inside the organisation
• Helps in identifying weekness and focuses on areas that
need improvement.

24. On the job training
Job rotation
• Allows the employee to operate on diverse roles
• Rotation carried out
• Helps the employee to broaden the horizon of KSA
• Identification of KSAs required
• Determines the areas where the improvement is
required
• Assessment of the employee who have the potential and
caliber required.

25. On the job training
Job Instruction Techniques
• Focuses on KSAs development
• Involves four steps:
Plan Present
Follow-up Trial

26. Off the job Training
There are many management development
techniques that an employee can take in off
the job. The few popular methods are:
• Sensitivity Training
• Transactional Analysis
• Straight Lectures
• Simulation Exercises

27. Off the job Training -
Sensitivity Training
Unfreezing Development Referring
The old Of new The new
values values ones

28. Off the job Training -
Transactional Analysis
Ego states
Child Parent Adult