This document discusses implementing management development programs. It lists four techniques: succession planning, managerial on-the-job training, action learning, and off-the-job training techniques like the case study method, role playing, and behavior modeling. The goal is to assess strategic needs, develop current and future managers, appraise performance, and take a long-term focus on management development.

1. Welcome
to
Implementing
Management
Development
Program
Dyah Pramanik,
MM
TRAINING
AND
DEVELOPING
EMPLOYEES
Implementing
Management
Development
Program
Dyah Pramanik,
MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall

2. 8–2
PPT 5_1_d
TRAINING AND DEVELOPING EMPLOYEES:
Implementing Management Development
Program

3. 8–3
LEARNING OUTCOMES
1. List and briefly discuss four
management development
programs.

4. 8–4
Implementing Management
Development Programs
Assessing the
company’s
strategic needs
Developing the
managers and
future managers
Appraising
managers’
current
performance
Long-Term
Focus of
Management
Development

5. 8–5
Succession Planning
1
Begin management development
Review firm’s management skills
inventory
Steps in the Succession Planning Process
Anticipate management needs
Create replacement charts
2
3
4

6. 8–6
Management
Development
Techniques
Job
rotation
Coaching and
understudy
Managerial On-the-Job Training
Action
learning

7. 8–7
University-related programs
Management games
Off-the-Job Management Training
and Development Techniques
The case study method
Outside seminars
Executive coaches
Behavior modeling
Role playing
Corporate universities
Other Management Training
Techniques

8. 8–8
FIGURE 8–6 Typical Role in a Role-Playing Exercise
Walt Marshall—Supervisor of Repair Crew
You are the head of a crew of telephone maintenance workers, each
of whom drives a small service truck to and from the various jobs.
Every so often you get a new truck to exchange for an old one, and
you have the problem of deciding which of your crew members you
should give the new truck. Often there are hard feelings, since each
seems to feel entitled to the new truck, so you have a tough time
being fair. As a matter of fact, it usually turns out that whatever you
decide is considered wrong by most of the crew. You now have to
face the issue again because a new truck has just been allocated to
you for assignment.
In order to handle this problem you have decided to put the decision
up to the crew. You will tell them about the new truck and will put the
problem in terms of what would be the fairest way to assign the truck.
Do not take a position yourself, because you want to do what they
think is most fair.

9. 8–9
Behavior Modeling
1
Encourage transfer of training to
job
Have trainees role play using behaviors
Behavior Modeling Training
Model the effective behaviors
Provide social reinforcement and
feedback
2
3
4

10. 8–10
K E Y T E R M S
§ employee orientation
§ training
§ negligent training
§ task analysis
§ competency model
§ performance analysis
§ on-the-job training (OJT)
§ apprenticeship training
§ job instruction training (JIT)
§ programmed learning
§ electronic performance
support systems (EPSS)
§ job aid
§ virtual classroom
§ lifelong learning
§ management development
§ job rotation
§ action learning
§ case study method
§ management game
§ role playing
§ behavior modeling
§ in-house development center
§ executive coach
§ organizational development
§ controlled experimentation
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11. 8–11
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Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall