1. Management Development

2. 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.”

3. Management Development Three main components or strategies used to provide management development: Management education Management training On-the-job experiences

4. Describing the Manager’s Job Several approaches have been used to understand the job of managing: Characteristics approach Managerial roles approach Process models Integrated competency model Four-dimensional model Holistic approach (Mintzberg)

5. 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 Needs Assessment Survey by Saari et al.: Only 27% of organizations did any form of needs assessment before designing their management development programs.

6. Making Management Development Strategic - 1 Issue: How to insure that management development is linked to the organization’s goals and strategies. 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

7. Making Management Development Strategic – 2 Issue: Linking to organizational strategies. 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

8. 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

9. Management Training and Experiences 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

10. Examples of Management Development Approaches - 1 Leadership Training 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)

11. Examples of Management Development Approaches – 2 Leadership Training 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).

12. 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

13. Designing Management Development Programs Management development must be tied to the organization’s strategic plan. A thorough needs analysis is essential. Specific objectives should be established for each component. Senior management involvement and commitment in all phases is critical. A variety of developmental opportunities should be used. Ensure that all participants are motivated to participate. The regular evaluation updating of all programs is essential.