Management Development

1Gautam Ghosh

Management Development

PCMB KIAMS

2Gautam Ghosh

Management Development

Definition:“An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.”

3Gautam Ghosh

Management Development

Three main components or strategies used to provide management development:

Management educationManagement trainingOn-the-job experiences

4Gautam Ghosh

Describing the Manager’s Job

Several approaches have been used to understand the job of managing:Characteristics approachManagerial roles approachProcess models

Integrated competency model Four-dimensional model

Holistic approach (Mintzberg)

5Gautam Ghosh

Describing the Manager’s Job – 2

Characteristics approach: Long hours Primarily focused within the organization High activity levels Fragmented work Varied activities Primarily focused on oral communication Many contacts Much information gathering is conducted

6Gautam Ghosh

Describing the Manager’s Job – 3

Roles approach:Fayol’s observational approach Planning, organizing, commanding,

coordinating, and controlling

Mintzberg’s managerial roles Interpersonal Informational Decisional

7Gautam Ghosh

Describing the Manager’s Job – 4

Process models:Integrated competency model (Boyatzis) Competencies – skills or personal

characteristics that contribute to effective performance. These include:

Human resource management Leadership Goal and action management Directing subordinates Focus on others Specialized knowledge

8Gautam Ghosh

Describing the Manager’s Job – 5

Process models:Four-dimensional model (Schoenfeldt & Steger): Six management functions Four roles Five relational targets Various managerial styles

9Gautam Ghosh

Describing the Manager’s Job – 6

Holistic approaches:Criticisms of earlier approaches by Mintzberg and Vaill “Managing as a performing art” (Vaill)

Response by Mintzberg: A “well rounded” model of the managerial job: The person in the job The frame of the job The agenda of the work The actual behaviors that managers perform

10Gautam Ghosh

Mintzberg’s “Well-Rounded” Model

By Permission of Publisher: Mitzberg (1994)

11Gautam Ghosh

Determining the Content of Management Development

Issue: How to determine the content of a management development/training program.

What would be recommended, based on the HRD process model? Begin with:

Survey by Saari et al.: Only 27% of organizations did any form of

___________________ before designing their management development programs.

12Gautam Ghosh

Determining the Content of Management Development – 2

Issue: How does the increasingly global economy impact management development?

1. Bartlett and Ghoshal propose four categories or roles for managers: Business manager Country manager Functional manager Corporate manager

13Gautam Ghosh

Determining the Content of Management Development – 3

Issue: Impact of the global economy. 2. Adler and Bartholomew propose seven

transnational skills or competencies: Global perspective Local responsiveness Synergistic learning Transition and adaptation Cross-cultural interaction Collaboration Foreign experience

14Gautam Ghosh

Determining the Content of Management Development – 4

Issue: Impact of the global economy. 3. Spreitzer et al. propose fourteen

dimensions of international competency: Eight end-state competency dimensions

e.g., sensitivity to cultural differences, business knowledge, acting with integrity, insight

Six learning-oriented dimensions e.g., use of feedback, seeking opportunities to

learn, openness to criticism, flexibility

15Gautam Ghosh

Making Management Development Strategic

Issue: How to insure that management development is linked to the organization’s goals and strategies.

1. Seibert et al. propose four principles: Begin by moving out and up to business

strategy Put job experience before classroom activities Be opportunistic Provide support for experience-based learning

16Gautam Ghosh

Making Management Development Strategic – 2

Issue: Linking to organizational strategies.

2. Burack et al. propose seven points: A clear link to business plans and strategies Seamless programs A global orientation Individual learning occurs within a framework

for organizational learning Recognition of the organizational culture A career development focus A focus on core competencies

17Gautam Ghosh

Management Education

Bachelor’s and master’s programs at colleges and universities (B.B.A., MBA)Executive education – e.g., Condensed MBA programs Short courses by:

Colleges and universities Consulting firms Private institutes Professional and industry associations

18Gautam Ghosh

Management Education – 2

Although very popular, there are many challenges facing management education at present – e.g., Ensuring timeliness

“Just-in-time management education” Ensuring value-added

Linking classroom with on-the-job experiences

Connecting education to real-life issues Intense competition among providers

19Gautam Ghosh

Management Training and Experiences

Company-designed courses e.g., General Electric

Company academies, “colleges,” and corporate universities e.g., Motorola, Xerox

On-the-job experiences Center for Creative Leadership research Action learning – a “living case”

approach

20Gautam Ghosh

Examples of Management Development Approaches

Leadership Training1. Transformational leadership

Focus on leader qualities such as vision, inspiration, and charisma

“Transforming followers, creating vision of the goals that may be attained, and articulating for the followers the ways to attain those goals.” (Bass, 1985)

21Gautam Ghosh

Examples of Management Development Approaches – 2

Leadership Training2. Leaders developing leaders

Involvement of CEOs and other senior managers in developing leaders within their own organizations. Example: Intel

Effective leaders create engaging personal stories to communicate their vision for the future (Cohen & Tichy).

22Gautam Ghosh

Examples of Management Development Approaches – 3

Behavior Modeling TrainingTypically includes five steps:

Modeling Retention Rehearsal Feedback Transfer of training

Demonstrated effectiveness for changing learning, behavior, and results

23Gautam Ghosh

Designing Management Development Programs

1. Management development must be tied to the organization’s strategic plan.

2. A thorough needs analysis is essential.

3. Specific objectives should be established for each component.

4. Senior management involvement and commitment in all phases is critical.

24Gautam Ghosh

Designing Management Development Programs – 2

5. A variety of developmental opportunities should be used. Formal (programs) Informal (on the job)

6. Ensure that all participants are motivated to participate.

7. The regular evaluation updating of all programs is essential.