Management Development
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This document discusses various approaches to management development and describes the manager's job. It examines how to determine the content and make management development strategic by linking it to organizational goals. Several examples of management development approaches are provided, such as leadership training programs. The document emphasizes that management development must be tied to strategic plans and include a thorough needs analysis to be most effective.
Management Development
- 2. True or False “Quiz” - 1 It is predicted that there will be fewer managers in the U.S. by 2010 than there are presently. Researchers have been able to describe the managerial job with a high degree of precision.
- 3. True or False “Quiz” - 2 The systems or HRD process model isn’t very helpful when it comes to management development. Management education is a small and decreasing proportion of all post-secondary educational opportunities that U.S. students are taking.
- 4. True or False “Quiz” - 3 Corporate universities are only popular among very large organizations. Behavior modeling training may work fine for entry-level training, but hasn’t been found to be very effective for management development efforts.
- 5. 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.”
- 6. Management Development Three main components or strategies used to provide management development: Management education Management training On-the-job experiences
- 7. 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)
- 8. 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
- 9. Describing the Manager’s Job Roles approach : Fayol’s observational approach Planning, organizing, commanding, coordinating, and controlling Mintzberg’s managerial roles Interpersonal Informational Decisional
- 10. 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
- 11. Describing the Manager’s Job Process models : Four-dimensional model (Schoenfeldt & Steger): Six management functions Four roles Five relational targets Various managerial styles
- 12. 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
- 13. Determining the Content of Management Development - 1 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.
- 14. Determining the Content of Management Development - 2 Issue: How does the increasingly global economy impact management development? Bartlett and Ghoshal propose four categories or roles for managers: Business manager Country manager Functional manager Corporate manager
- 15. Determining the Content of Management Development - 2 Issue: Impact of the global economy. Adler and Bartholomew propose seven transnational skills or competencies: Global perspective Local responsiveness Synergistic learning Transition and adaptation Cross-cultural interaction Collaboration Foreign experience
- 16. Determining the Content of Management Development - 3 Issue: Impact of the global economy. 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.
- 17. 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.
- 18. 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
- 19. 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
- 20. Management Education Although very popular, there are many challenges facing management education at present, e.g., 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
- 21. 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.
- 22. Examples of Management Development Approaches - 1 Leadership Training Leader Match Program (Fiedler) Self-administered workbook. Based on the Least Preferred Co-Worker (LPC) Scale. High LPC leader: stronger need for relationships. Low LPC leader: stronger need for task accomplishment.
- 23. Examples of Management Development Approaches - 2 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).
- 24. Examples of Management Development Approaches - 3 Leadership Training Leaders developing leaders Involvement of CEOs and other senior managers in developing leaders within their own organizations. Example: Dell. Effective leaders create engaging personal stories to communicate their vision for the future (Cohen & Tichy).
- 25. Examples of Management Development Approaches - 4 Behavior Modeling Training Typically includes five steps: Modeling Retention Rehearsal Feedback Transfer of training Demonstrated effectiveness for changing learning, behavior, and results.
- 26. Designing Management Development Programs - 1 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.
- 27. Designing Management Development Programs - 2 A variety of developmental opportunities should be used. Formal (programs) Informal (on-the-job) Ensure that all participants are motivated to participate. The regular evaluation updating of all programs is essential.
- 28. Summary An enormous amount of time and money are spent on management development efforts. Not enough of this is truly “strategic.” Success is most likely when there is an appropriate combination of: Management education Management training On-the-job experiences