Description
This is a presentation explaining on management development and main components or strategies used to provide management development.
Management Development
1
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.”
2
Management Development
Three main components or strategies used to provide management development:
• Management education • Management training • On-the-job experiences
3
Describing the Manager’s 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)
4
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
5
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
6
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
7
Describing the Manager’s Job – 5
Process models: • Four-dimensional model (Schoenfeldt & Steger):
– – – – Six management functions Four roles Five relational targets Various managerial styles
8
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
9
Mintzberg’s “Well-Rounded” Model
By Permission of Publisher: Mitzberg (1994)
10
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 Needs Assessment
• Survey by Saari et al.:
– Only 27% of organizations did any form of needs assessment before designing their management development programs.
11
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
12
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
13
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
14
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
15
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
16
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
17
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
18
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
19
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)
20
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).
21
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
22
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.
23
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.
24
Summary
• An enormous amount of time and money are spent on management development efforts
– Not enough of this is truly “strategic”
• Success is most likely when there is an appropriate combination of:
– Management education – Management training – On-the-job experiences
25
doc_140744276.pptx
This is a presentation explaining on management development and main components or strategies used to provide management development.
Management Development
1
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.”
2
Management Development
Three main components or strategies used to provide management development:
• Management education • Management training • On-the-job experiences
3
Describing the Manager’s 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)
4
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
5
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
6
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
7
Describing the Manager’s Job – 5
Process models: • Four-dimensional model (Schoenfeldt & Steger):
– – – – Six management functions Four roles Five relational targets Various managerial styles
8
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
9
Mintzberg’s “Well-Rounded” Model
By Permission of Publisher: Mitzberg (1994)
10
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 Needs Assessment
• Survey by Saari et al.:
– Only 27% of organizations did any form of needs assessment before designing their management development programs.
11
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
12
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
13
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
14
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
15
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
16
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
17
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
18
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
19
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)
20
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).
21
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
22
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.
23
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.
24
Summary
• An enormous amount of time and money are spent on management development efforts
– Not enough of this is truly “strategic”
• Success is most likely when there is an appropriate combination of:
– Management education – Management training – On-the-job experiences
25
doc_140744276.pptx