Definitions:Definitions:

„„The continous process of developing managers’ knowledge, skills and The continous process of developing managers’ knowledge, skills and attitudes through instruction, demonstration and planned experience to attitudes through instruction, demonstration and planned experience to meet the present and future needs of the business.”meet the present and future needs of the business.”

(Tom Roberts 1974)(Tom Roberts 1974)

„„An attempt to improve managerial effectiveness through a planned An attempt to improve managerial effectiveness through a planned deliberate learning process.”deliberate learning process.”

(Training Services Agency 1977)(Training Services Agency 1977)

„„An attempt to improve managerial effectiveness through a learning An attempt to improve managerial effectiveness through a learning process.”process.”

(Alan Mumford 1989)(Alan Mumford 1989)

Management development

An integral part of the process of Organisation Development

Prerequisite

Effective manpower planning coupled with procedures for recruitment and selection

Programmes of management development

Culture and organisational requirements

Demands of particular managerial jobs

Framework of a clear policy

Succession planning and career progression

Performance review

Training and

learning

Self-development

Motivation and

rewards

Improvement in organisational effectiveness

An outline of the management development process

Five basics principles for successful Five basics principles for successful management development I.management development I.

1.1. Management Development is essentially providing Management Development is essentially providing opportunities for managers to develop themselves.opportunities for managers to develop themselves.

/’All development is self development’ P Drucker//’All development is self development’ P Drucker/

2.2. All development and training needs should be geared All development and training needs should be geared to the needs of the individual and to the needs of the to the needs of the individual and to the needs of the company.company.

(Manager Development and Management Development)(Manager Development and Management Development)

Five basic principles for successful Five basic principles for successful management development II.management development II.

3.3. The process of managerial development can only take The process of managerial development can only take place if the climate of the organisation is favorable. place if the climate of the organisation is favorable. (Top management commitment plus a climate of trust)(Top management commitment plus a climate of trust)

4.4. The most powerful influence in the development of a The most powerful influence in the development of a manager is the manager’s boss.manager is the manager’s boss.

5.5. Management development is a long range process and Management development is a long range process and it is unrealistic to expect quick results.it is unrealistic to expect quick results.

Management development: Levers of successManagement development: Levers of success

Clear appropriate job objectivesClear appropriate job objectives

Effective selection for the jobEffective selection for the job

Driven by business opportunities/ problemsDriven by business opportunities/ problems

Ownership shared / - hierarchically, - by individual self-development, Ownership shared / - hierarchically, - by individual self-development, - by personnel/- by personnel/

Shared diagnosis / - of individual needs, - of group needs/Shared diagnosis / - of individual needs, - of group needs/

Development activities are / - appropriate to need, - appropriate to Development activities are / - appropriate to need, - appropriate to individual, - based on management reality/individual, - based on management reality/

Development processes are linkedDevelopment processes are linked

Learning processes are identified and worked onLearning processes are identified and worked on

Outputs are identified and measuredOutputs are identified and measured

Management development: Causes of failureManagement development: Causes of failure

Purposes Purposes (- unclear, - unsupported by managers)(- unclear, - unsupported by managers)

Poor diagnosis of culture and business requirementsPoor diagnosis of culture and business requirements

Poor analysis o individual needsPoor analysis o individual needs

Development processes Development processes (- unconvincing to managers, - (- unconvincing to managers, - inappropriate to need, - unreal, - unacceptabe to individual)inappropriate to need, - unreal, - unacceptabe to individual)

Overemphasis on Overemphasis on (- formal, - general, - off the job, - future (- formal, - general, - off the job, - future ‘succession planning’, - mechanics, - one off experiences)‘succession planning’, - mechanics, - one off experiences)

Flavour of the monthFlavour of the month

Owned by personnel Owned by personnel

What affects the choice?What affects the choice?Contingency factors affecting choice of developmentContingency factors affecting choice of development

Approaches will include:Approaches will include:Size of organisationSize of organisation Market pressuresMarket pressures

Money and resources availableMoney and resources available Stage in careerStage in career

Culture/ managerial valuesCulture/ managerial values Individual needs/ motivation ofIndividual needs/ motivation of managersmanagers

Management styleManagement style Calibre of managersCalibre of managers

Support from the topSupport from the top Skills in coaching/ appraising/ Skills in coaching/ appraising/ delegating/ counselling etcdelegating/ counselling etc

TechnologyTechnology Union invlolvementUnion invlolvement

Product/ service and productProduct/ service and product life cycleslife cycles

Learning theoryLearning theory

Organisation plansOrganisation plans Economic climateEconomic climate

Mumford’s questionsMumford’s questions1)1) Look back over your managerial career and identify:Look back over your managerial career and identify:

Your two most significant learning experiencesYour two most significant learning experiences

Your two least significant learning experiencesYour two least significant learning experiences

2)2) Look back at your life and pick out tha major events in it which Look back at your life and pick out tha major events in it which helped make you the person you are.helped make you the person you are.

Assess each event by defining:Assess each event by defining:

Your feelings about it then/nowYour feelings about it then/now

What you think you learned from the experience at the timeWhat you think you learned from the experience at the time

Wheather you have learnt something new or different by Wheather you have learnt something new or different by

looking back at it now.looking back at it now.

3)3) How far have the best and worst experiences been planned/ How far have the best and worst experiences been planned/ formal/ structured as compared with informal experiencesformal/ structured as compared with informal experiences? ?

Career managementCareer managementDefinition:Definition:

Career management plans and shapes the progression of individuals Career management plans and shapes the progression of individuals within an organization in accordance with assessments of within an organization in accordance with assessments of organizational needs and the performance, potential and preferences organizational needs and the performance, potential and preferences of individual members of the enterprise.of individual members of the enterprise.

Overall aims of the career management:Overall aims of the career management: to ensure that the organization’s needs for management to ensure that the organization’s needs for management

succession are satisfied succession are satisfied to provide men and women of promise with a sequence of training to provide men and women of promise with a sequence of training

and experience that will equip them for whatever level of and experience that will equip them for whatever level of responsibility they have the ability to reachresponsibility they have the ability to reach

to give individuals with potential the guidance and encouragement to give individuals with potential the guidance and encouragement they need if they are to fulfil their potential and achieve a they need if they are to fulfil their potential and achieve a successful career with the organization in tune with their talents successful career with the organization in tune with their talents and aspirations.and aspirations.

Career management processCareer management process

20 25 30 35 40 45 50 55 60 65 70

P

E

R

F

O

R

M

A

N

C

E

Approximate age

ExplorationEstablishment

Midcareer Late career Decline

Career management processCareer management process

1)1) Exploration:Exploration: individuals make critical choices about their career. individuals make critical choices about their career.

2)2) Establishment:Establishment: search for work, getting the first job, learning on search for work, getting the first job, learning on

the job, gaining evidence of the success or failure.the job, gaining evidence of the success or failure.

3)3) Midcareer:Midcareer: improvements in performance or begin to deteriorate. improvements in performance or begin to deteriorate.

4)4) Late career:Late career: for those who continue to growth through midcareer for those who continue to growth through midcareer

stage is a pleasant time, for those who have stagnated means they stage is a pleasant time, for those who have stagnated means they are locked into their current job.are locked into their current job.

5)5) Decline:Decline: the final stage is difficult for everyone. the final stage is difficult for everyone.

Keys to successful management careerKeys to successful management career

Do good workDo good work

Present the right timePresent the right time

Learn the power structureLearn the power structure

Gain control of organizational resourcesGain control of organizational resources

Stay visibleStay visible

Stay mobileStay mobile

Find a mentorFind a mentor

Support your bossSupport your boss

The integrating approach to management The integrating approach to management developmentdevelopment

The reality of managementThe reality of management – the approach to management – the approach to management development should avoid making simplimistic assumptions on what development should avoid making simplimistic assumptions on what managers need to know or do.managers need to know or do.

RelevanceRelevance – management development processes must be related – management development processes must be related to the needs of particular managers in specific job.to the needs of particular managers in specific job.

Self-developmentSelf-development – managers need to be encouraged to develop – managers need to be encouraged to develop themselves and helped to dod so.themselves and helped to dod so.

Experimental learningExperimental learning – the principal method by which managers – the principal method by which managers can be equipped is by providing them with the right variety of can be equipped is by providing them with the right variety of experience.experience.

Formal trainingFormal training - courses can supplement bit can never replace - courses can supplement bit can never replace experience. experience.

Mumford’s virtuous learning circleMumford’s virtuous learning circleEffectiveness/ reality/ problem centred/ focus

Enthusiasm for further learning

Perceived relevance

Rewards for application

Immediate application / solution centred

Mumfords vicious learning sequence

Generalised knowledge / skills / theory

Poor transfer to own situation

Difficulties in application

Absence of rewards for learning processes

Full stop

Career management policiesCareer management policiesMAKE OR BUY DECISIONSMAKE OR BUY DECISIONSMakes and grows its own managers (a promotion from within policy)Makes and grows its own managers (a promotion from within policy)Recruits and bus-in deliberately from outside (bringing ‘fresh blood’ into Recruits and bus-in deliberately from outside (bringing ‘fresh blood’ into

the organization)the organization)SHORT TERM OR LONG TERM POLICIESSHORT TERM OR LONG TERM POLICIESShort term need (here and now)Short term need (here and now)Long term plansLong term plansLong term flexibilityLong term flexibility

SPECIALISTS OR GENERALISTSSPECIALISTS OR GENERALISTSDeveloping better and better specialistsDeveloping better and better specialistsDeveloping appropriate number of generalists who are capable of Developing appropriate number of generalists who are capable of

exercising effectively all possible managerial functionsexercising effectively all possible managerial functions

DEALING WITH THE „PLATEAUED” MANAGEMENTDEALING WITH THE „PLATEAUED” MANAGEMENTContented maturityContented maturityDiscontented maturityDiscontented maturityThwarted rising sunThwarted rising sun

Approaches to management developmentApproaches to management development

FORMAL APPROACHFORMAL APPROACH INFORMAL APPROACHINFORMAL APPROACH

Develop on the job through coaching, Develop on the job through coaching, councelling, monitoring and feedback councelling, monitoring and feedback by managers.by managers.

Emphasizing self-assessment and the Emphasizing self-assessment and the identification of development needs by identification of development needs by getting managers to assess their own getting managers to assess their own performance against agreed performance against agreed objectives.objectives.

Development through work Development through work experience, which includes job experience, which includes job rotating, job enrargement and taking rotating, job enrargement and taking part in project teams or task groups.part in project teams or task groups.

Getting managers to produce their Getting managers to produce their own development plans.own development plans.

Formal training by means of internal Formal training by means of internal or external courses.or external courses.

Encouraging managers to discuss Encouraging managers to discuss their own problems and opportunities their own problems and opportunities with their bosses or colleagues.with their bosses or colleagues.

Structured self-development by Structured self-development by following self-development following self-development programmes agreed with the programmes agreed with the management.management.