Description
Management development prepares employees for future jobs by imparting knowledge, changing attitudes or increasing skills.
HUMAN RESOURCE MANAGEMENT
Management Development Program- Managerial On The Job Training
Page 2 of 12
Table of Contents
1. INTRODUCTION..................................................................................................................................................3 2. LITERATURE REVIEW......................................................................................................................................5 IT INDUSTRY........................................................................................................................................................5 TELECOM INDUSTRY.........................................................................................................................................7 AUTOMOBILE INDUSTRY.................................................................................................................................9 3. RESEARCH GAP................................................................................................................................................11 4. RESEARCH QUESTIONS.................................................................................................................................11 5. CONCLUSION AND LEARNINGS...................................................................................................................11 6. BIBLIOGRAPHY................................................................................................................................................12 READINGS.........................................................................................................................................................12
Page 3 of 12
INTRODUCTION
A substantial part of corporate investment is in employee training and development. This is because of its widely recognized importance to organizational survival and success. Management development, from the HR perspective, is concerned with the enhancement of conceptual abilities and improving the knowledge acquisition of the employees. Through the implementation of such development programmes, the organization aims to bring improvement in the technical performance, conceptual performance and human skills. In this manner, the employees would be better able to serve the present and the future needs of the firm. ON THE JOB EXECUTIVE DEVELOPMENT TECHNIQUES Four popular on the job executive development techniques being employed in Wipro are: • Coaching • Understudy Assignment • Job Rotation • Committee Assignment
Coaching
In this method, a manager (coach) is actively involved in guiding another manager. Coaches observe, analyze and
suggest methods to improve performance. The manager is asked to perform the job and he/she learns the job during the process. The coach provides the necessary direction and feedback at regular intervals which helps the manager keep up with the job. The ability of the coach determines the success of this method to a great extent. However, Coaching suffers from two disadvantages. • • It encourages the development of similar styles and practices prevalent in the organisation It relies on the abilities of the coach to develop the manager rather than on the abilities of the manager itself
Understudy Assignment
In this method an experienced manager is replaced or substituted by an understudy manager for a short duration of time. Doing so provides an opportunity to the understudy to learn the job while doing it. During this process, the understudy might make some errors. Due to this reason, he/she is not given the decision making power. The decisions are taken in consultation with a supervisor. However, such actions defeat the purpose of an understudy assignment. This method is useful when the managers’ are willing to encourage their subordinates to grow or the organization expects them to facilitate their subordinates to take up their positions. In the latter case the manager’s own career advancement relies on preparedness of the underlings to occupy their position
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Job Rotation
Job Rotation may be Horizontal or vertical. Horizontal job rotation refers to lateral transfer. In horizontal job transfers, a manager works on an activity for about 2 to 3 months. Thereafter he moves to another activity. Sometimes the manager may be moved as the work is no longer challenging to the incumbent. At other times it may be to meet the requirements of work scheduling. Most organizations may move managers between line and staff positions. This facilitates the development of managerial talent. Vertical Job Rotation involves promoting the manager to a higher position. Job rotation exposes the manager to new experiences. Monotony is reduced through frequent transfers. There is greater interest to learn and do new jobs. The manager is prepared to assume responsibility. He is also aware of the intricacies and interrelationships of activities. The disadvantages of job rotation are high development costs and productivity loss when the manager is moved to a new position.
Committee Assignment
This method provides the manager an opportunity to learn by watching others. The manager is able to analyze organizational problems and involve himself in managerial decision making. Temporary or ‘Adhoc’ committees are typically in search of a solution for a particular problem. They recommend action plans to implement a solution. Participation in these committees is interesting and a rewarding learning experience. When a manager is appointed to a permanent committee, he is exposed to new organisational members. Such exposure is challenging and facilitates growth of the manager.
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LITERATURE REVIEW
“People at the Best Companies for Leadership sense the urgency to develop leaders more than their industry peers. In fact, while 94% of respondents among the Best Companies for Leaders say their organization actively manages a pool of successors for mission-critical roles, only 68.6% of the other organizations surveyed report the same.”(1)
IT INDUSTRY TCS
The challenge before TCS was the need to enhance their management programme capabilities in order to enhance their ability to run large client programmes. TCS had no shortage of programme managers having varied experiences. However, in most of the cases, the managers lacked any management training or development. In order to resolve this issue, Provek(2), a company which provides unique assessment-led programme and project management solutions, designed a tailored training and support programme for the TCS Programme Managers. This involved the following four key steps: 1. Training Needs Analysis The use of various tools including Provek’s market-leading PMA5 online project & programme management assessment tool helped Provek undertake CV review and one to one structured interviews with each programme manager, as well as other key TCS stakeholders. 2. Training design & development The understanding gained from step 1 in the areas of programme management strengths and areas for development, and taking into consideration the needs and demands of TCS, Provek then designed and developed a training programme tailored to TCS needs. 3. Training delivery During this step, tailored workshops were organised, equipped with delegate reading material, in order to maximise the value of the time during which the group interacted face to face.
4. Coaching support
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Provek provided complete support and advice to the programme managers through one-to-one coaching sessions and by making available remote tutor to assist their deployment of the learning back in to the work place on real programmes.
The benefits of the tailored programme were as follows:
•
There was a more effective programme management community which led to sharing of knowledge, experience and good practice. The participants gained in confidence and competence to manage the programmes in a better way. The participants appreciated the access to confidential coaching support and advice, and felt that it had helped them in their roles.
• •
INFOSYS
The vision of Infosys is to create an organisation that is ‘built to last’, and has the agility to manage ambiguity and uncertainty under all circumstances. It was keeping this vision in mind that Narayana N.R Murthy, founder and former CEO of Infosys, came up with the idea of Infosys Leadership Institute (ILI) (3) in 2001 which is
governed by the “Nine Pillar” model of management development. These pillars are the fundamental elements
for leadership development in Infosys.
360-degree feedback The 360-degree feedback is a method of systematically collecting data about a person’s performance and capabilities from a wide range of co-workers. Development Assignments (DA) High potential employees are given experience in diverse functions through internal job rotations and crossfunctional assignments. DAs enable employees to gather practical leadership skills outside his or her zone of experience.
Infosys Culture (IC) workshops These workshops help participants understand the core values, purpose and processes followed in the context of leadership development. Development relationships
Page 7 of 12
These are one-on-one relationships in work settings that facilitate the sharing and transfer of knowledge and experience between individuals. These are also known as mentorship programmes. Leadership skills training This is a process by which employees of the organisation go through a series of learning interventions on topics of relevance to leadership. Feedback intensive programmes These are intensive behavioural interventions, which are based on formal and informal feedback received from individuals that the employee interfaces with. Systemic process learning This is an intervention that enables participants to view an organisation as a whole system comprising innumerable interacting sub-systems. It yields plans for continuous improvement in systemic processes and details how an individual will initiate such improvements. Action learning This is a team-based real-time experience used to solve real, systemic and unresolved organisational problems.
Few other examples of other Indian IT companies which use management development methods are:
GENPACT
Genpact cultivates managers through a fifteen? to eighteen?month program. This program includes two to three rotations; classroom training; “e?learning”; coaching; and projects.
HCL TECHNOLOGIES
HCL Technologies promotes more than 20 percent of its employees every year. It has developed an eighteen?month
structured mentoring program in which groups of five to eight new managers meet with mentors biweekly. To begin with, senior managers are required to attend a two?day program on coaching, led by one of twenty?two qualified master coaches on staff. They are then required to spend five weeks of the next 18 months in coaching and mentoring twenty? two to twenty?five lower?level managers.
TELECOM INDUSTRY VODAFONE
“At Vodafone we are committed to helping you perform at your best and realise your full potential. Join us and you’ll benefit from regular development reviews to understand your goals, strengths and development areas.
Page 8 of 12
You will work with your manager to create your own Personal Development Plan. You will have access to a range of learning experiences including on-the job experience, job rotation, coaching, mentoring as well as online and face to face learning programmes. Whatever country, area, department or role you work in, you can expect ongoing opportunities that will nurture and develop your talents, bringing out the best in you so that you can help Vodafone be the best it can be.”(4) Thus Vodafone believes in giving its employee continuous training so that they can on a regular basis evolve themselves. To achieve this motive Vodafone supports its employees with many formal training programs. Some of them are as follows 1. LEARNING THROUGH EXPERIENCE To develop new roles and to help managers come up with innovative and contemporary idea Vodafone provides its employees to work as a part of cross functional teams and on international projects. This helps managers develop various kinds of competencies. Such programs help prepare team members for their current and future roles and cover a wide range of content including leadership, Vodafone culture, diversity, business and financial acumen, and more.
2. TRAINING AND LEARNING PROGRAMS These courses are offered for individual development. These programs are designed to engage every manager in actively achieving current and future business results whilst ensuring their personal and career development.
PROGRAMME INIATIATED AT VODAFONE 1. INSPIRE programme: It’s a global development programme offered to managers and senior managers. This programme is designed to identify and develop high potential employees and accelerate their progression into leadership roles. Participants take part in a three/six-month international rotation programme, receive commercial training and personalized leadership development through Imperial College, Oxford Said Business School and the Hay Group. They also gain from exposure to and learning from members of our Executive Committee. 2. VIRTUAL BUSINESS CHALLENGE : This challenge delivers opportunity to managers to hone their skills through simulations, feedback and live coaching. As a member of cross functional team managers will lay out a business plan for their virtual company and will measure stated versus achieved targets. This helps managers analyze and learn criteria necessary for long term success of the company.
Page 9 of 12
AIRTEL
Airtel offers different kinds of program to executives at different levels of hierarchy so that they can strengthen their leadership pipeline and build culture and capabilities in the managers.
1. Junior Management: a) new leader development program 2. Middle management: a) Airtel emerging leader program b)Business Manager program 3. Senior Management: a) Future Business Leader program b) Airtel Leadership in action c) Airtel Leadership development Program 4. Top Management: a) Game for Global growth b)Leadership at pea c)Executive coaching
For the year ending March 31, 2010 Airtel spent 354673 on training and development (5).
AUTOMOBILE INDUSTRY Ford Motor Company
Ford Motor Company is the producer of cars and trucks. The company in 2009 had strength of 198,000 employees in United States. Ford considers its employees as the most valuable assets and resource for the organization.
Page 10 of 12
ONE Ford: In order to provide and motivate employees towards consistent expectations and goals the company holds all the global employees accountable for incorporating ONE Ford into their professional life and daily routine. The employees in the organization must demonstrate One Team, One Plan, and One Goal with a clear focus and behaviour. Ford has implemented the ONE Ford program into people processes in order to drive accountability and enforce employee development. As per the ONE Ford program, Ford stands as
• • • •
F: Foster Functional and Technical Excellence O: Own Working Together R: Role Model Ford Values D: Deliver Results
IDP – Individual Development Program With the focus on globalization and due to dynamic external environment it is very necessary for the company to invest in employee training and development for employee development. The employees are encouraged to focus on individual development through Individual Development Program. IPD helps employees to meet their current as well as future expectations. IDP along with the guidelines from senior managers helps the employees to identify their strengths and opportunities.
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RESEARCH GAP
The literature review and the different methods applied for training and development suggests that the organisations in general focus their training programs around employee satisfaction and enforcement of consistent objectives across the organisation. The training programs, however does not pay a significant attention to knowledge development and quality control. With the competition growing at a faster rate than ever, Innovation is the key for competitive advantage. The companies should also encourage employees to present additional inputs and innovative ideas which will benefit the organisation.
RESEARCH QUESTIONS
• • • • To what extent MDP help managers develop competencies and evolve as better managers? Which are the different aspects that are looked into MDP? What are the different tools and techniques that are used during MDP? Does MDP help companies gain competitive advantage over other companies?
CONCLUSION AND LEARNING
From the literature review that we have done it can be concluded that management development prepares employees for future jobs by imparting knowledge, changing attitudes or increasing skills. These MDP basically emphasizes long term development and developing competencies/capabilities of current or future managers. Some development programmes also aim to fill specific top positions while on the job training help managers learn different aspects of managerial skills. By carefully looking at MDP conducted in companies belonging to 3 different sectors namely IT, Telecom and Automobile, it can be inferred that for able leadership at the top as well as middle management, these development programmes provide the right platform to the employees and the organization as a whole to achieve the goals and objectives.
Page 13 of 12
BIBLIOGRAPHY
1. (n.d.). Retrieved January 27, 2011, from Airtel:
http://www.airtel.in/wps/wcm/connect/c11b9d00438d4c76aefbafd095a2be7a/Bharti_Airtel_Annual_Re port_2009_2010.pdf?MOD=AJPERES&CACHEID=c11b9d00438d4c76aefbafd095a2be7a
2. How companies develop great leaders. (2010, February 16). Retrieved January 25, 2010, from
Businessweek.com: http://www.businessweek.com/managing/content/feb2010/ca20100212_978330.htm? chan=careers_special+report+--+best+companies+for+leadership+2010_special+report+-+best+places+for+interns+2010
3. institute, f. o. (2002, June). Developing leaders @ Infosys. Retrieved January 26, 2011, from
Hinduonnet.com: www.hinduonnet.com/businessline/praxis/pr0304/03040380.pdf
4. TCS- Development of programme managers. (n.d.). Retrieved January 2011, 24, from TCS:
http://www.hcsprovek.co.uk/Provek/Success-stories/Tata-Consultancy-Services-TCS/
5. Why Vodafone. (n.d.). Retrieved January 2011, 26, from Vodafone: .
http://www.vodafone.com/content/index/careers/why_vodafone/development.html
READINGS
1. Human Resource management(11 Edition), Gary Dessler & Biju Varkkey 2. Infosys Technology Limited, American Society for training and development 3. Bharti Airtel Annual Report 2009-2010
4. Brown, T. C., & McCracken, M. (2010). Which goals should participants set to enhance the transfer of
learning from management development programmes? Journal of General Management, 35(4), 27-44. Retrieved from EBSCOhost. 5. Bolar, M. (1970). EVALUATING MANAGEMENT DEVELOPMENT PROGRAMS IN INDUSTRY. Training & Development Journal, 24(3), 34. Retrieved from EBSCOhost.
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doc_162810363.doc
Management development prepares employees for future jobs by imparting knowledge, changing attitudes or increasing skills.
HUMAN RESOURCE MANAGEMENT
Management Development Program- Managerial On The Job Training
Page 2 of 12
Table of Contents
1. INTRODUCTION..................................................................................................................................................3 2. LITERATURE REVIEW......................................................................................................................................5 IT INDUSTRY........................................................................................................................................................5 TELECOM INDUSTRY.........................................................................................................................................7 AUTOMOBILE INDUSTRY.................................................................................................................................9 3. RESEARCH GAP................................................................................................................................................11 4. RESEARCH QUESTIONS.................................................................................................................................11 5. CONCLUSION AND LEARNINGS...................................................................................................................11 6. BIBLIOGRAPHY................................................................................................................................................12 READINGS.........................................................................................................................................................12
Page 3 of 12
INTRODUCTION
A substantial part of corporate investment is in employee training and development. This is because of its widely recognized importance to organizational survival and success. Management development, from the HR perspective, is concerned with the enhancement of conceptual abilities and improving the knowledge acquisition of the employees. Through the implementation of such development programmes, the organization aims to bring improvement in the technical performance, conceptual performance and human skills. In this manner, the employees would be better able to serve the present and the future needs of the firm. ON THE JOB EXECUTIVE DEVELOPMENT TECHNIQUES Four popular on the job executive development techniques being employed in Wipro are: • Coaching • Understudy Assignment • Job Rotation • Committee Assignment
Coaching
In this method, a manager (coach) is actively involved in guiding another manager. Coaches observe, analyze and
suggest methods to improve performance. The manager is asked to perform the job and he/she learns the job during the process. The coach provides the necessary direction and feedback at regular intervals which helps the manager keep up with the job. The ability of the coach determines the success of this method to a great extent. However, Coaching suffers from two disadvantages. • • It encourages the development of similar styles and practices prevalent in the organisation It relies on the abilities of the coach to develop the manager rather than on the abilities of the manager itself
Understudy Assignment
In this method an experienced manager is replaced or substituted by an understudy manager for a short duration of time. Doing so provides an opportunity to the understudy to learn the job while doing it. During this process, the understudy might make some errors. Due to this reason, he/she is not given the decision making power. The decisions are taken in consultation with a supervisor. However, such actions defeat the purpose of an understudy assignment. This method is useful when the managers’ are willing to encourage their subordinates to grow or the organization expects them to facilitate their subordinates to take up their positions. In the latter case the manager’s own career advancement relies on preparedness of the underlings to occupy their position
Page 4 of 12
Job Rotation
Job Rotation may be Horizontal or vertical. Horizontal job rotation refers to lateral transfer. In horizontal job transfers, a manager works on an activity for about 2 to 3 months. Thereafter he moves to another activity. Sometimes the manager may be moved as the work is no longer challenging to the incumbent. At other times it may be to meet the requirements of work scheduling. Most organizations may move managers between line and staff positions. This facilitates the development of managerial talent. Vertical Job Rotation involves promoting the manager to a higher position. Job rotation exposes the manager to new experiences. Monotony is reduced through frequent transfers. There is greater interest to learn and do new jobs. The manager is prepared to assume responsibility. He is also aware of the intricacies and interrelationships of activities. The disadvantages of job rotation are high development costs and productivity loss when the manager is moved to a new position.
Committee Assignment
This method provides the manager an opportunity to learn by watching others. The manager is able to analyze organizational problems and involve himself in managerial decision making. Temporary or ‘Adhoc’ committees are typically in search of a solution for a particular problem. They recommend action plans to implement a solution. Participation in these committees is interesting and a rewarding learning experience. When a manager is appointed to a permanent committee, he is exposed to new organisational members. Such exposure is challenging and facilitates growth of the manager.
Page 5 of 12
LITERATURE REVIEW
“People at the Best Companies for Leadership sense the urgency to develop leaders more than their industry peers. In fact, while 94% of respondents among the Best Companies for Leaders say their organization actively manages a pool of successors for mission-critical roles, only 68.6% of the other organizations surveyed report the same.”(1)
IT INDUSTRY TCS
The challenge before TCS was the need to enhance their management programme capabilities in order to enhance their ability to run large client programmes. TCS had no shortage of programme managers having varied experiences. However, in most of the cases, the managers lacked any management training or development. In order to resolve this issue, Provek(2), a company which provides unique assessment-led programme and project management solutions, designed a tailored training and support programme for the TCS Programme Managers. This involved the following four key steps: 1. Training Needs Analysis The use of various tools including Provek’s market-leading PMA5 online project & programme management assessment tool helped Provek undertake CV review and one to one structured interviews with each programme manager, as well as other key TCS stakeholders. 2. Training design & development The understanding gained from step 1 in the areas of programme management strengths and areas for development, and taking into consideration the needs and demands of TCS, Provek then designed and developed a training programme tailored to TCS needs. 3. Training delivery During this step, tailored workshops were organised, equipped with delegate reading material, in order to maximise the value of the time during which the group interacted face to face.
4. Coaching support
Page 6 of 12
Provek provided complete support and advice to the programme managers through one-to-one coaching sessions and by making available remote tutor to assist their deployment of the learning back in to the work place on real programmes.
The benefits of the tailored programme were as follows:
•
There was a more effective programme management community which led to sharing of knowledge, experience and good practice. The participants gained in confidence and competence to manage the programmes in a better way. The participants appreciated the access to confidential coaching support and advice, and felt that it had helped them in their roles.
• •
INFOSYS
The vision of Infosys is to create an organisation that is ‘built to last’, and has the agility to manage ambiguity and uncertainty under all circumstances. It was keeping this vision in mind that Narayana N.R Murthy, founder and former CEO of Infosys, came up with the idea of Infosys Leadership Institute (ILI) (3) in 2001 which is
governed by the “Nine Pillar” model of management development. These pillars are the fundamental elements
for leadership development in Infosys.
360-degree feedback The 360-degree feedback is a method of systematically collecting data about a person’s performance and capabilities from a wide range of co-workers. Development Assignments (DA) High potential employees are given experience in diverse functions through internal job rotations and crossfunctional assignments. DAs enable employees to gather practical leadership skills outside his or her zone of experience.
Infosys Culture (IC) workshops These workshops help participants understand the core values, purpose and processes followed in the context of leadership development. Development relationships
Page 7 of 12
These are one-on-one relationships in work settings that facilitate the sharing and transfer of knowledge and experience between individuals. These are also known as mentorship programmes. Leadership skills training This is a process by which employees of the organisation go through a series of learning interventions on topics of relevance to leadership. Feedback intensive programmes These are intensive behavioural interventions, which are based on formal and informal feedback received from individuals that the employee interfaces with. Systemic process learning This is an intervention that enables participants to view an organisation as a whole system comprising innumerable interacting sub-systems. It yields plans for continuous improvement in systemic processes and details how an individual will initiate such improvements. Action learning This is a team-based real-time experience used to solve real, systemic and unresolved organisational problems.
Few other examples of other Indian IT companies which use management development methods are:
GENPACT
Genpact cultivates managers through a fifteen? to eighteen?month program. This program includes two to three rotations; classroom training; “e?learning”; coaching; and projects.
HCL TECHNOLOGIES
HCL Technologies promotes more than 20 percent of its employees every year. It has developed an eighteen?month
structured mentoring program in which groups of five to eight new managers meet with mentors biweekly. To begin with, senior managers are required to attend a two?day program on coaching, led by one of twenty?two qualified master coaches on staff. They are then required to spend five weeks of the next 18 months in coaching and mentoring twenty? two to twenty?five lower?level managers.
TELECOM INDUSTRY VODAFONE
“At Vodafone we are committed to helping you perform at your best and realise your full potential. Join us and you’ll benefit from regular development reviews to understand your goals, strengths and development areas.
Page 8 of 12
You will work with your manager to create your own Personal Development Plan. You will have access to a range of learning experiences including on-the job experience, job rotation, coaching, mentoring as well as online and face to face learning programmes. Whatever country, area, department or role you work in, you can expect ongoing opportunities that will nurture and develop your talents, bringing out the best in you so that you can help Vodafone be the best it can be.”(4) Thus Vodafone believes in giving its employee continuous training so that they can on a regular basis evolve themselves. To achieve this motive Vodafone supports its employees with many formal training programs. Some of them are as follows 1. LEARNING THROUGH EXPERIENCE To develop new roles and to help managers come up with innovative and contemporary idea Vodafone provides its employees to work as a part of cross functional teams and on international projects. This helps managers develop various kinds of competencies. Such programs help prepare team members for their current and future roles and cover a wide range of content including leadership, Vodafone culture, diversity, business and financial acumen, and more.
2. TRAINING AND LEARNING PROGRAMS These courses are offered for individual development. These programs are designed to engage every manager in actively achieving current and future business results whilst ensuring their personal and career development.
PROGRAMME INIATIATED AT VODAFONE 1. INSPIRE programme: It’s a global development programme offered to managers and senior managers. This programme is designed to identify and develop high potential employees and accelerate their progression into leadership roles. Participants take part in a three/six-month international rotation programme, receive commercial training and personalized leadership development through Imperial College, Oxford Said Business School and the Hay Group. They also gain from exposure to and learning from members of our Executive Committee. 2. VIRTUAL BUSINESS CHALLENGE : This challenge delivers opportunity to managers to hone their skills through simulations, feedback and live coaching. As a member of cross functional team managers will lay out a business plan for their virtual company and will measure stated versus achieved targets. This helps managers analyze and learn criteria necessary for long term success of the company.
Page 9 of 12
AIRTEL
Airtel offers different kinds of program to executives at different levels of hierarchy so that they can strengthen their leadership pipeline and build culture and capabilities in the managers.
1. Junior Management: a) new leader development program 2. Middle management: a) Airtel emerging leader program b)Business Manager program 3. Senior Management: a) Future Business Leader program b) Airtel Leadership in action c) Airtel Leadership development Program 4. Top Management: a) Game for Global growth b)Leadership at pea c)Executive coaching
For the year ending March 31, 2010 Airtel spent 354673 on training and development (5).
AUTOMOBILE INDUSTRY Ford Motor Company
Ford Motor Company is the producer of cars and trucks. The company in 2009 had strength of 198,000 employees in United States. Ford considers its employees as the most valuable assets and resource for the organization.
Page 10 of 12
ONE Ford: In order to provide and motivate employees towards consistent expectations and goals the company holds all the global employees accountable for incorporating ONE Ford into their professional life and daily routine. The employees in the organization must demonstrate One Team, One Plan, and One Goal with a clear focus and behaviour. Ford has implemented the ONE Ford program into people processes in order to drive accountability and enforce employee development. As per the ONE Ford program, Ford stands as
• • • •
F: Foster Functional and Technical Excellence O: Own Working Together R: Role Model Ford Values D: Deliver Results
IDP – Individual Development Program With the focus on globalization and due to dynamic external environment it is very necessary for the company to invest in employee training and development for employee development. The employees are encouraged to focus on individual development through Individual Development Program. IPD helps employees to meet their current as well as future expectations. IDP along with the guidelines from senior managers helps the employees to identify their strengths and opportunities.
Page 11 of 12
Page 12 of 12
RESEARCH GAP
The literature review and the different methods applied for training and development suggests that the organisations in general focus their training programs around employee satisfaction and enforcement of consistent objectives across the organisation. The training programs, however does not pay a significant attention to knowledge development and quality control. With the competition growing at a faster rate than ever, Innovation is the key for competitive advantage. The companies should also encourage employees to present additional inputs and innovative ideas which will benefit the organisation.
RESEARCH QUESTIONS
• • • • To what extent MDP help managers develop competencies and evolve as better managers? Which are the different aspects that are looked into MDP? What are the different tools and techniques that are used during MDP? Does MDP help companies gain competitive advantage over other companies?
CONCLUSION AND LEARNING
From the literature review that we have done it can be concluded that management development prepares employees for future jobs by imparting knowledge, changing attitudes or increasing skills. These MDP basically emphasizes long term development and developing competencies/capabilities of current or future managers. Some development programmes also aim to fill specific top positions while on the job training help managers learn different aspects of managerial skills. By carefully looking at MDP conducted in companies belonging to 3 different sectors namely IT, Telecom and Automobile, it can be inferred that for able leadership at the top as well as middle management, these development programmes provide the right platform to the employees and the organization as a whole to achieve the goals and objectives.
Page 13 of 12
BIBLIOGRAPHY
1. (n.d.). Retrieved January 27, 2011, from Airtel:
http://www.airtel.in/wps/wcm/connect/c11b9d00438d4c76aefbafd095a2be7a/Bharti_Airtel_Annual_Re port_2009_2010.pdf?MOD=AJPERES&CACHEID=c11b9d00438d4c76aefbafd095a2be7a
2. How companies develop great leaders. (2010, February 16). Retrieved January 25, 2010, from
Businessweek.com: http://www.businessweek.com/managing/content/feb2010/ca20100212_978330.htm? chan=careers_special+report+--+best+companies+for+leadership+2010_special+report+-+best+places+for+interns+2010
3. institute, f. o. (2002, June). Developing leaders @ Infosys. Retrieved January 26, 2011, from
Hinduonnet.com: www.hinduonnet.com/businessline/praxis/pr0304/03040380.pdf
4. TCS- Development of programme managers. (n.d.). Retrieved January 2011, 24, from TCS:
http://www.hcsprovek.co.uk/Provek/Success-stories/Tata-Consultancy-Services-TCS/
5. Why Vodafone. (n.d.). Retrieved January 2011, 26, from Vodafone: .
http://www.vodafone.com/content/index/careers/why_vodafone/development.html
READINGS
1. Human Resource management(11 Edition), Gary Dessler & Biju Varkkey 2. Infosys Technology Limited, American Society for training and development 3. Bharti Airtel Annual Report 2009-2010
4. Brown, T. C., & McCracken, M. (2010). Which goals should participants set to enhance the transfer of
learning from management development programmes? Journal of General Management, 35(4), 27-44. Retrieved from EBSCOhost. 5. Bolar, M. (1970). EVALUATING MANAGEMENT DEVELOPMENT PROGRAMS IN INDUSTRY. Training & Development Journal, 24(3), 34. Retrieved from EBSCOhost.
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doc_162810363.doc