The document discusses the key differences between education, training, and management development. It defines each term and explains that while they are related, they each have distinct purposes. Education focuses on developing logical and analytical thinking, training improves current job performance, and management development covers activities that improve job performance as well as personality growth for higher roles. The document also outlines various training methods, objectives of management development, and the training process.

1. Training and
Management Development
Mrinalini Arora
Faculty - Management

2. How these terms are used interchangeably
but are all together different
Education Training
Managemen
t
developmen
t

3. Definition
Education
• Education is
understanding of
knowledge
• It develops our
logical and rational
mind so we can
develop
relationship
between different
variables and
develop capacity of
analysis.
Training
• Training is a
process of learning
a sequence of
programmed
behavior.
• It is application of
knowledge
• It intends to
improve the
performance in the
current job or
prepare for an
intended job.
Management
Development
• Development
covers not only
those activities that
will improve job
performance but
also bring growth
of personality
• Training the person
for bigger and
higher job is
development
• It inculcates certain
personality and
mental attitudes

4. • Short term-process
• Using a systematic and organized
procedure by non-managerial
personnel to learn Technical
knowledge and skills for definitive
purpose
Training
• Long-term process
• Using a systematic and organized
procedure for managerial person to
learn conceptual and theoretical
knowledge
Management
Development

5. • Learning is a human
process by which
skills, habits,
knowledge and
attitude is acquired
and utilized in such a
way that behavior is
modified.
• Learning is effective
when one adopts “I
want to know’
attitude and abandon
“I know’ attitude
Learning

6. Need for Training employees
 1. To increase Productivity
 2. to improve Quality
 3. Helps to fulfill company’s future needs

7. Responsibility of Training
1. Top-management – they frame the Training policy
2. Learning & Development department – They plan,
conduct and evaluate programme
3. Supervisor – Who implements the developmental
procedure for the employee
4. Employee – Attends the training, provides training,
and suggestion for educational endeavors.

8. The Training Process
1. Training Need
Identification
(TNI)
2. Planning the
Training
3. Preparation of
the Trainee
4. Conducting
the Training –
Presentation of
operation and
knowledge
5. Post Training
feedback
6. Evaluation
and follow-up

9. Types of Training
• Learning by doing
• e.g. un-skilled, semi-skilled jobs like
packaging, machine repair
• Employees are coached by skilled co-
workers
1. On-the Job
• Training center training, when the no. of
trainees is large
• Trainees concentrate on learning the new
skill rather than performing the actual job
• Useful for machine operators, bank tellers
etc.
2. Vestibule
• The trainer teaches the employee how to do
something by actually performing the
activity or by going through step-by-step
explanation
3. Learning by
seeing

10. Types of Training
• A technique which duplicates, the actual
conditions required for the job
• e.g. Vestibule training method, Business
game
4. Simulation
• Useful in training crafts, technical
or in trade areas5. Apprenticeship
• Group discussion
Case study, Role Plays, lab training
E-learning, conferences, seminars,
6. Instructor based

11. Meaning of Management Development
1. Management development helps to improve
knowledge, personality, attitude, behavior etc.
of the manager and thereby focuses more on
the Manager’s personal growth.
2. Management development helps to improve the
job performance

12. Meaning of Management Development
Flippo viewed ED,
‘ Executive development and management
development includes the process by which
managers and executives acquire not only skill
and competency in their present jobs but
capabilities for future managerial tasks of
increasing difficulty.’

13. Assumption for Management
Development
 The basic assumption for management
development is there always exists a gap
between what a manager performs and what
he/she can.
 Management development is an educational
process, it is continuous and life-long process.
It is not like training in one-shot programme but
it is training ongoing continuous basis.

14. Objectives of Management Development
Level of Management Objectives
Top
Management
1. To broaden the outlook of the executive
2. To improve thought process and analytical ability
to examine problems and take decisions in the
best interest of the organization.
Middle
Management
1. To analyze problems and take action.
2. To have knowledge of human motivation and
relationships.
3. To appreciate interdepartmental relations and be
familiar with managerial use of financial
accounting, business statistics and psychology.
Functional
Executives
1. To analyze problems in one’s area
2. To use creative thinking to improve methods and
procedures, knowledge of business and
operations in the field of marketing, production,
finance and HR.

15. Importance of Management
Development
1. Managers not only require training, on the job skills and
also behavioral skills so training and development
programs are important.
2. A manager has to be imparted Management
development to cope with the ongoing changes in the
organization due to changes in the total environment.
3. It helps managers to acquire requisite knowledge, skills
and abilities needed to handle complex situations in
business
4. It helps executives to step into superior positions
easily
5. It assists executives in enhancing their people
management skills, taking a holistic view of various
problems.

16. Planning a Management Development
Program
1. Identify
development
needs
2. Appraisal of
managerial
Talent
3. Inventory of
Managerial
manpower
4. Developing
development
programs
5. Conducting
development
programs
6. Evaluating
Development
program

17. Methods of Management development
1. Decision-making skills (a) In-basket
(b) Business game
(c) Case study
2. Interpersonal skills a) Role play
b) Sensitivity training
c) Behavior Modeling
3. Job knowledge (a) On-the-job experiences
(b) Coaching
(c) Understudy
4. Organizational knowledge (a) Job rotation
(b) Multiple management
5. General knowledge (a) Special courses
(b) Special meetings (c) Specific
articles
6. Specific individual needs (a) Special projects
(b) Committee assignments

18. 1. Decision-making skills
 In-basket:
Under this method a basket containing various kinds of
correspondences such as reports, letters, replies,
applications each involving some problems is given to the
trainee and within a specified time limit he has to sort out
all the correspondence by passing orders,
recommendations, delegating authority to his
subordinates and distributing work etc. This resembles to
real life situation. Through this method trainee learns the
decision-making abilities.
This is less expensive method.

19. 1. Decision-making skills
 Case-study: The participant is asked to take up a
simulated business problem and take appropriate
decisions.
 Business games: Under these techniques the trainee
executives are divided into rival groups assuming the
management of simulated companies.
1. Each rival group has to discuss a given subject relating
to production, marketing, pricing etc. and arrive at a
decision.
2. The groups react to the decision of each other.
3. They get immediate feedback on their performance.
4. This technique helps in building team spirit among
executives.

20. 2. Interpersonal skills
 Role play: It is also a simulated exercise. The
participants have to assume a role of a person in the
simulated situation. They have to react to one
another in the similar manner as they would be doing
a job as manager in real situation.
 Participants are given a list of learning points
which they have to use during executive subordinate
role play.
 Through this technique the human relations skills,
marketing and sales management, interviewing skills
are acquired.

21. 2. Interpersonal skills
 Sensitivity training: This is the technique of
bringing about a change in behavior of the
executives through group processes.
 According to Edwin B. Flippo the objective of this
technique is the “development of awareness of and
sensitivity to behavioral patterns of one self and
others.”
 This technique is also referred to as laboratory
training.
 The trainee executives participate and influence
each other through unstructured group
interaction.
 The participants here are provided open

22. 2. Interpersonal skills
 Behavior modeling: This is an approach that
demonstrates desired behavior and gives trainees
the chance to practice and role-play those behaviors
and receive feedback.

23. 3. Job knowledge
 On the job experience: Here the trainee learns by
actually doing things under the supervision of an
experienced supervisor. Such methods are highly
useful for certain groups like scientific and technical
personnel
 Coaching: This is a development activity in which a
supervisor plays an active role in imparting job
knowledge and skills to the trainee. For effective
coaching, a healthy and open relationship must exist
between employee and the supervisor.

24. 3. Job knowledge
 Understudy: This is a development method
wherein potential managers are given the chance
to temporarily relieve an experienced manager of
part of his job and act as his substitute during the
period, giving him vital insights into the overall job
that would make him the automatic choice in the
succession process.

25. 4. Organizational knowledge
 Job rotation: Moving a trainee from job to job so as
to offer cross training is called job rotation. The idea
behind this is to give managers the required
diversified skills and a broader outlook.
 Multiple management: It is a system in which
permanent advisory committees of managers
study problems of the company ,thereby gaining first
hand experience of various important aspects of
business and make recommendations to higher
management.

26. 5. General knowledge
 Special courses, meetings, articles: In addition to
the above, managers could also benefit by attending
workshops organized by academic institutions,
attending special meetings organized by various
government and voluntary organizations and by
reading specific articles relevant to their respective
fields.

27. 6. Specific individual needs
 Special projects: In this method, a trainee is put on
a project closely related to the objectives of the
department.
 Committee assignment: In this method, an ad hoc
committee is appointed to discuss, evaluate and
offer suggestions relating to an important aspect of
business.

28. 7. Other Off the job methods
 Conferences: A conference is a meeting of people to
discuss a subject of common interest. The participants
exchange notes, opinions and ideas on the subject in a
systematic and planned manner.
 Lectures: Lectures are formal presentations on a topic
by an experienced and knowledgeable person. The
presentation is generally supported by discussions, case
studies, audio-visual aids and film shows.

29. 7. Other Off the job methods
 Group discussion: In this method, papers are presented
by two or three trainees on a selected topic, followed by
thought- provoking discussions.
 Programmed instruction: This is a learner-oriented
technique which presents subject matter to the trainees
in small sequential steps requiring frequent responses
from the trainee and immediately offering him of their
accuracy or otherwise.