Management Development Chapter 13 Human Resource Development

Management Development An organization’s conscious effort to provide its 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 in that organization as part of a strategy to meet business needs.

Components of Management Development Management education Management training – specific skills On-the-job experiences

Management Roles and Competencies Difficulty in describing what managers do and how they develop – varies by level and function, changes over time Characteristics approach Long hours of work, high activity levels, fragmented work, varied activities, primarily oral communication (often lateral), many contacts, information gathering – not reflective planners

Implementing Management Development Programs Develop whole person, so he/she can manage effectively within context Include ongoing activities providing opportunities to reinforce and refine what has been learned on the job Recognize values, knowledge, experiences of participants

Implementing Programs (continued) Recognize interrelationships between components and provide integration Consider what person brings to job of managing when dealing with learning and transfer issues Include recognition of these issues when conducting needs assessment and evaluation activities

The Globally Competent Manager – Endstate Competency Dimensions Sensitive to cultural differences Business knowledge Courage to take a stand Brings out the best in people Acts with integrity Is insightful Committed to success Takes risks

The Globally Competent Manager – Learning Oriented Dimensions Uses feedback Culturally adventurous Seeks opportunities to learn Open to criticism Seeks feedback Flexible

Management Education Business degrees Executive education Certification programs Professional organizations

Management Training and Experiences Company designed – tailored Company academies and colleges On-the-job experiences Opportunism Individualism Long-term perspective Encouragement of self-motivation On-line approach

Behavior Modeling Training Modeling, retention, rehearsal, feedback and transfer Criticisms Simplistic behavior models May not get explanations of underlying theory Boring if similar format/role playing Use of film or video might include extraneous stimuli Acting rather than role playing Impact on behavior, not attitudes

Designing Management Development Programs Tie to organization’s strategy Conduct a thorough needs analysis Have specific objectives Commitment of senior management Variety of opportunities Motivation to participate Evaluate/modify and update