Outline of session

Management Development
♣ Definition

♣ Components of MD process

♣ Nature of MD

♣ MD strategy

♣ Responsibility for MD

♣ Personal Development Plan

♣ Role of MD specialist

♣ Approaches to MD

♣ Systematic approach to MD

♣ Mumford model of MD

♣ MD methods/strategies

♣ Action learning

♣ Burgoyne Model of MD

♣ Levers for success and causes of failure

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 Management Development

Definition

R.Harrison (1997):

The planned process of ensuring through appropriate human resource processes and
learning environment the continuous supply and retention of effective managers at all
levels to meet the requirements of an organisation and enhance its strategic capability.

Burgoyne (1988) defined:

MD as ‘the management of managerial careers in an organisational context’ and

managerial careers as ‘ the biography of a person’s managerial worklife’.

3 essential components of MD process:

Analysis of present and future management needs.

Assessment of existing and potential capability of managers against those needs.

Producing and implementing policy, strategy and plans to meet those needs.

Nature of Management Development

Mumford's 3 elements to produce an effective MD system:

♣ Self-development

♣ Organisation-derived development

♣ Boss-derived development

Management Development Strategy

Concerns the organisation’s intentions with regards to:

♣ Provision for future management needs

♣ Roles of parties involved

♣ Approaches to develop managers

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Responsibility for Management Development

♣ Individual responsible for development

♣ Organisation supportive of MD

♣ Success MD = commitment of all management levels

♣ Managers to draw own Personal Development Plan

Steps for a Personal Development Plan

1. Analyse current situation and development needs

2. Set goals

3. Prepare action plan

Role of Management Development specialist

♣ Interpret business needs and advise on MD strategies to meet them

♣ Champion MD as a business-led activity
♣ Make proposal on formal and informal approaches to MD
♣ Develop line management competence frameworks to be used as basis for MD
♣ Provide guidance, help and encouragement to managers concerning their Personal
development plans
♣ Provide managers with learning material to achieve learning objectives
♣ Act as tutors and mentors to individual or groups of managers
♣ Plan and conduct development centres
♣ Plan and conduct formal learning event with help of external providers

Approaches to Management Development

♣ Formal
♣ Informal
♣ Semi-formal

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The Mumford model of MD

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Action Learning (Reg Revans)

L = P + Q

Total potential managerial Programmed Knowledge Pursuit of unresolved

learning process questions and problems

♣ Learning for managers should mean learning to take effective action. Acquiring
information, and becoming more capable in diagnosis or analysis have been
overvalued in management learning.
♣ Learning to take action necessarily involves actually taking action, not recommending
action or undertaking analyses of someone else’s problem.

♣ The best form of action for learning is work on a defined problem of reality and
significance to managers themselves. The problem should involve implementation as
well as analysis and recommendation.

♣ While managers should have responsibility for their non achievements on their own
projects, the learning process is a social one: managers learn best with and from each
other.

♣ The social process is achieved and managed through regular meetings of managers to
discuss their individual projects; the group is usually called a ‘set’. The managers are
‘comrade in adversity’.

♣ The role of people providing help for the members of the set is essentially and
crucially different from that of the normal management teacher. Their role is not to
teach (whether through lecture, case or simulation) but to help managers learn from
exposure to problems and to each other.

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Burgoyne’s model of MD

The levels of Maturity of organisational management development:

Aim at showing what is involved in becoming a mature organisation in terms of

management development.

MD: Levers for Success

♣ Clear appropriate job objectives

♣ Effective selection for the job
♣ Driven by business opportunities/problems
♣ Ownership shared – Hierarchically, by individual self-development, by personnel
♣ Shared diagnosis – of individual needs, of group needs
♣ Development activities are – appropriate to need, appropriate to individual, based on
management reality
♣ Development processes are linked
♣ Learning processes are identified and worked on
♣ Outputs are identified and measured

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Achieving success in MD

Success can be facilitated by:

♣ Selecting high-achieving managers

♣ Enthusiastic managerial support
♣ Involving key people in diagnosing MD needs
♣ Designing active work-related activities
♣ Pressing hard for outputs
♣ Providing early leadership experience
♣ Letting each person appraise himself
♣ Following up with workshops
♣ Making line managers be accountable for management development

MD: Causes of failure

♣ Purposes – unclear, unsupported by managers

♣ Poor diagnosis of culture and business requirements
♣ Poor analysis of individual needs
♣ Development processes – unconvincing to managers, inappropriate to need, unreal,
unacceptable to individual
♣ Overemphasis on – formal, general, off the job, future ‘succession planning’,
mechanics, one-off experiences
♣ Flavour of the month
♣ Owned by personnel

Failure is likely to arise when:

♣ There is no clear policy

♣ There is no top management support
♣ Management development is not related to business plans
♣ There are inadequate diagnoses and ad hoc solutions
♣ Political issues are ignored
♣ Pay/promotion is unfair
♣ Line support is low
♣ The buck is passed to the training department
♣ People are kept in jobs too long
♣ There is no regular follow-up

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