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

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.
Chapter 10

3. Components of Management Development
Management education
Management training – specific skills
On-the-job experiences
Chapter 10

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
Chapter 10

5. 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 10

6. Description of Managerial Roles – Part 1 of 3
Activities
Interpersonal
Figurehead
Meeting 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
Leader
Maintaining, developing, and motivating the human resources necessary to meet the needs of the unit
Liaison
Developing and maintaining a network of individuals outside the unit in order to acquire information and action of benefit to the unit
Chapter 10

7. Description of Managerial Roles – Part 2 of 3
Activities
Roles
Informational
Monitor
Searching 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
Disseminator
Distributing selected information to others within the unit or organization, some of which has been transformed through integration with other information
Spokesperson
Distributing selected information to others outside the unit regarding plans, values, activities, etc. of the unit and conveying the appropriate image of the unit
Chapter 10

8. Description of Managerial Roles – Part 3 of 3
Activities
Decisional
Entrepreneur
Proactively 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 allocator
Evaluating and choosing among proposals; integrating and authorizing activities and resource utilization
Negotiator
Bargaining to acquire the resources to meet the needs of the unit and organization
Chapter 10

9. Strategy, Technology, and Structure Integration
Market Leader
Cost Leader
Technology
Non Routine
Routine
Structure- Design
Organic
Mechanistic
Structure- Decision Making
Decentralized
Centralized
Chapter 10

10. 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 10

11. Managerial Roles and Associated Management Characteristics Part 1 of 2
Knowledge and Skills
Traits
Managerial Role
Conceptual
Technical
Interpersonal
Personal
Figurehead
Yes
Leader
Liaison
Informational
Monitor
Yes
Disseminator
Spokesperson
Chapter 10

12. Managerial Roles and Associated Management Characteristics Part 2 of 2
Knowledge and Skills
Traits
Managerial Role
Conceptual
Technical
Interpersonal
Personal
Decisional
Entrepreneur
Yes
Disturbance handler
Resource allocator
Negotiator
Chapter 10

13. Strategy—Managerial Characteristics Integration – Part 1 of 3
Management
Market Leader
Cost Leader
Skills
Technical
More sophisticated and nonroutine
Less sophisticated and routine
Interpersonal
Higher
Lower
Conceptual
Chapter 10

14. Strategy—Managerial Characteristics Integration – Part 2 of 3
Management
Market Leader
Cost Leader
Skills
Drive
High
Flexibility
Higher
Lower
Leader motive
Chapter 10

15. Strategy—Managerial Characteristics Integration – Part 3 of 3
Management
Market Leader
Cost Leader
Skills
Participative
Higher
Lower
Supportive
No difference
Achieve-ment
Directive
Chapter 10

16. 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 10

17. 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 10

18. Management Education Business degrees Executive education
Certification programs
Professional organizations
Chapter 10

19. 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 10

20. 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
Chapter 10