1. Management Development
Chapter 13
Human Resource Development

2. 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.

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

4. 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

5. 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

6. 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

7. 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

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

9. Management Education Business degrees Executive education
Certification programs
Professional organizations

10. 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

11. 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

12. 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