Effective Training: Strategies, Systems and Practices, 3 rd Edition P. Nick Blanchard and James W. Thacker Management Development Chapter Eleven

Chapter 112 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.

Chapter 113 Components of Management Development Management education Management training – specific skills On-the-job experiences

Chapter 114 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

Chapter 115 Mintzberg’s Managerial Roles Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator Formal Authority and Status

Chapter 116 Description of Managerial Roles – Part 1 of 3 Roles Activities Interpersonal FigureheadMeeting the routine, obligatory, social and legal duties required of the head of a unit. Examples: attendance at social functions, meeting with politicians, buyers, or suppliers LeaderMaintaining, developing, and motivating the human resources necessary to meet the needs of the unit LiaisonDeveloping and maintaining a network of individuals outside the unit in order to acquire information and action of benefit to the unit

Chapter 117 Description of Managerial Roles – Part 2 of 3 Activities Roles Informational MonitorSearching for and acquiring information about the unit and its environment so that the manager becomes an information center for the unit and the organization. Derives from liaison and leader roles DisseminatorDistributing selected information to others within the unit or organization, some of which has been transformed through integration with other information SpokespersonDistributing selected information to others outside the unit regarding plans, values, activities, etc. of the unit and conveying the appropriate image of the unit

Chapter 118 Description of Managerial Roles – Part 3 of 3 RolesActivities Decisional EntrepreneurProactively developing and adjusting the unit to take advantage of existing opportunities or meet anticipated threats in the environment. Actions are based on information gathered in the monitor role Disturbance handler Reacting to meet the immediate demands of the unit. Examples of demands: a wildcat strike, loss of a major customer Resource allocatorEvaluating and choosing among proposals; integrating and authorizing activities and resource utilization NegotiatorBargaining to acquire the resources to meet the needs of the unit and organization

Chapter 119 Strategy, Technology, and Structure Integration Market LeaderCost Leader Technology Non RoutineRoutine Structure- Design OrganicMechanistic Structure- Decision Making Decentralized Centralized

Chapter 1110 Management Characteristics Conceptual – analyze and diagnose complex situations and make correct decisions. Technical – carry out operations of a particular functional area Interpersonal – work with, understand and motivate others Personal traits – qualities of manager – achievement, autonomy, power, drive, leadership motivation

Chapter 1111 Managerial Roles and Associated Management Characteristics Part 1 of 2 Knowledge and SkillsTraits Managerial RoleConceptualTechnicalInterpersonalPersonal Interpersonal FigureheadYes LeaderYes LiaisonYes MonitorYes DisseminatorYes SpokespersonYes Informational

Chapter 1112 Managerial Roles and Associated Management Characteristics Part 2 of 2 Knowledge and SkillsTraits Managerial RoleConceptualTechnicalInterpersonalPersonal Decisional EntrepreneurYes Disturbance handlerYes Resource allocatorYes NegotiatorYes

Chapter 1113 Strategy—Managerial Characteristics Integration – Part 1 of 3 ManagementMarket LeaderCost Leader Skills Technical More sophisticated and nonroutine Less sophisticated and routine InterpersonalHigher Lower Conceptual HigherLower

Chapter 1114 Strategy—Managerial Characteristics Integration – Part 2 of 3 ManagementMarket LeaderCost Leader Skills DriveHigh FlexibilityHigherLower Leader motive High

Chapter 1115 Strategy—Managerial Characteristics Integration – Part 3 of 3 ManagementMarket LeaderCost Leader Skills/styleSkills ParticipativeHigherLower SupportiveNo difference Achieve- ment HigherLower DirectiveLowerHigher

Chapter 1116 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

Chapter 1117 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

Chapter 1118 Management Education Business degrees Executive education Certification programs Professional organizations

Chapter 1119 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

Chapter 1120 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