2. Rowella V. Grande Dr. Rola

3. Presentation Outline Management Roles and Competencies Management Education Management Training

4. 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.”

5. Three Main Components or Strategies of Management Development Management Education Management Training On-the-job experiences

6. Manager’s Job

7. Describing the Manager’s Job 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

8. Describing the Manager’s Job Roles approach: Fayol’s observational approach –Planning, organizing, commanding, coordinating, and controlling Mintzberg’s managerial roles –Interpersonal –Informational –Decisional

9. Mintzberg’s Managerial Roles: Interpersonal Role Liaison role Figureheads Leader role Liaison role

10. Mintzberg’s Managerial Roles: Informational Role Liaison role Monitor Disseminator Spokesperson

11. Mintzberg’s Managerial Roles: Decisional Role Liaison role Entrepreneur Disturbance Handler Resource Allocator Negotiator

12. Describing the Manager’s Job 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

13. Describing the Manager’s Job Process models: Four-dimensional model (Schoenfeldt & Steger): –Six management functions –Four roles –Five relational targets –Various managerial styles

14. Describing the Manager’s Job 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

15. Mintzberg’s “Well-Rounded” Model By Permission of Publisher: Mitzberg (1994)

16. Sub-roles of MANAGER Problem solver/ change catalyst Manager of people Coach/ Motivator Leader

17. “Most of the things we call ‘managing’ consist of activities which make it difficult for people to work" - Peter Drucker

18. 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: Survey by Saari et al.: –Only 27% of organizations did any form of ___________________ before designing their management development programs.

19. 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

20. 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

21. 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

22. 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

23. 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

25. 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

26. CHALLENGES 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

27. MANAGEMENT TRAINING AND EXPERIENCES

28. 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

29. 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)

30. 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).

31. LEADERSHIP “Leadership by example is the only means of leading.” Leadership is the ability to put the right people at the right job and then sit on the sidelines and be a rousing cheerleader.

32. 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

33. 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.

34. 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.

35. MANAGEMENT DEVELOPMENT END RESULT  Management: getting things done thru people  Managerial Excellence: achieving optimum results thru highly motivated people

36. S et goals that are worth achieving S chematize action/steps to reach goal S tructure your resources and people to focus on plan S timulate people to take organized and concentrated action S tudy day to day results until completion S end congratulations and start again 6 S’s of a MANAGER

37. Suggestions (for Greater Impact)  M - make specific, measurable, realistic, inspiring goals  A - attend to the business with great personal interest and concentration  N – nurture your people’s innate talents  A – assure your credibility to command through personal integrity  G – get highly competent, self-motivated people to work for you.  E – excite your people with hope of victory  M - make specific, measurable, realistic, inspiring goals  A - attend to the business with great personal interest and concentration  N – nurture your people’s innate talents  A – assure your credibility to command through personal integrity  G – get highly competent, self-motivated people to work for you.  E – excite your people with hope of victory

38. Summary An enormous amount of time and money are spent on management development efforts –Not enough of this is: Success is most likely when there is an appropriate combination of: –M________________________ –O________________________

40. Managerial roles that involve people and other duties that are ceremonial and symbolic in nature Figureheads: obliged to perform a number of routine duties of a legal or social nature, ex: greeting visitors Leader role: responsible for hiring, training, motivating and disciplining employees. Liaison role: Developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures. Management3927/02/2008

41. Managerial roles that involve receiving, collecting and disseminating information Monitor: Sifting, sorting, selecting information (to help set the agenda)—phone, meetings, memos, social functions, mail, public gatherings. Disseminator: The passing of relevant information to subordinates. Spokesperson: Transmits information to outsiders on organisation’s plans, policies, actions, results, etc. (ex: holding board meetings; giving information to media) Management4027/02/2008

42. Managerial roles that revolve around making decisions Entrepreneur: Ability to identify opportunities and threats, and initiates improvement projects to bring about change Disturbance handler: responsible for corrective action when organisation faces important unexpected disturbances. Resource allocator: responsible for the allocation of organisational resources of all kinds-making or approving all significant organisational decisions (ex: budgeting) Negotiator: responsible for representing the organisation at major negotiations (ex: participating in union contract negotiating) Management4127/02/2008

43. Vertical dimension: focusing on different hierarchical organisation levels Horizontal dimension:addressing variations in managers’ responsibility areas. Management4227/02/2008

44. Management43 Middle managers—mixed skill needs First line managers/supervisors—leading, technical skills Operational level staff Top managers—planning, conceptual skills 27/02/2008

45. Functional managers Specific, technical focus General managers Broad, whole of organisation/unit responsibilities Project managers Integrative, team focus Management4427/02/2008

46. Knowledge base Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g.: Knowledge of industry Knowledge of product Knowledge of market Knowledge of technology Management4527/02/2008

47. Skills base Technical skills: knowledge of and proficiency in a specialised field Human relations skills: the ability to work with other people individually and in a group Conceptual skills: the ability to think and to conceptualise about abstract and complex situations. Management4627/02/2008

48. Performance Drucker says performance achieved through management comprises two important dimensions: effectiveness and efficiency. Effectiveness –an ability to choose and achieve appropriate goals Efficiency –an ability to make the best use of resources in achieving goals Management4727/02/2008

49. Figureheads Leader role Liaison role Mintzberg’s Managerial Roles: Interpersonal Role

50. Unpopular Most policy evaluations are unsystematic and informal PROBLEMS IN POLICY EVALUATION Different uses of the term “policy evaluation”

51. Who are the eligible beneficiaries? INDIVIDUAL POOR, UNEMPLOYED WORKERS, UNPAID FAMILY WORKERS, DISPLACED WAGE WORKERS and RETURNING OFWs interested to become SELF-EMPLOYED

52. OPERATIONAL GUIDELINES 1. Targeting and Prioritization of Municipalities/Cities Potential community sites will come from list of convergent areas, Poverty Free Zones 2. Identification, Selection and Accreditation of Co-Partners Selection and accreditation in accordance with DO 36-02 and COA Circular 001-2007

54. Have a Nice Day!