Management Development

PCMB KIAMS

Gautam Ghosh

Management Development
Definition: An organizations 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.
Gautam Ghosh

Management Development
Three main components or strategies used to provide management development: Management education
Management training On-the-job experiences
Gautam Ghosh

Describing the Managers Job

Several approaches have been used to understand the job of managing: Characteristics approach Managerial roles approach Process models

Integrated competency model Four-dimensional model

Holistic approach (Mintzberg)

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Describing the Managers 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
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Describing the Managers Job 3

Roles approach: Fayols observational approach

Planning, organizing, commanding, coordinating, and controlling Interpersonal Informational Decisional

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Mintzbergs managerial roles

Describing the Managers 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
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Describing the Managers Job 5

Process models: Four-dimensional model (Schoenfeldt & Steger):

Six management functions Four roles Five relational targets Various managerial styles
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Describing the Managers 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 The The The

person in the job frame of the job agenda of the work actual behaviors that managers perform
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Mintzbergs Well-Rounded Model

By Permission of Publisher: Mitzberg (1994)

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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.
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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
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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
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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

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Making Management Development Strategic

Issue: How to insure that management development is linked to the organizations 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

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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
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Management Education
Bachelors and masters 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
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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

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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
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Examples of Management Development Approaches

Leadership Training 1. 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)
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Examples of Management Development Approaches 2

Leadership Training 2. 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).
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Examples of Management Development Approaches 3

Behavior Modeling Training Typically includes five steps:

Modeling Retention Rehearsal Feedback Transfer of training

Demonstrated effectiveness for changing learning, behavior, and results

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Designing Management Development Programs

1. Management development must be
tied to the organizations 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.
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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.

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