12/15/2018 CH13 1 Management Development – Concept and need Designing, Implementing and Evaluating the Management Development Program
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 2 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.” DeSimone et al. (2002) HRD3e 12/15/2018 CH13 3 The training for management level employee is not same as that of other employees in the organization. Character of work is the main differentiation between both levels Lower level in organization generally have to perform physical task where as middle management and upper management basically deals with strategy formulation DeSimone et al. (2002) HRD3e 4 12/15/2018 CH13 4 Management Skills required Analytical thinking Behavioral flexibility Decision making Leadership Oral communication Personal Impact Planning and Organizing Resistance to stress Self objectivity DeSimone et al. (2002) HRD3e 5 12/15/2018 CH13 5 Professional Competencies 1.Interpersonal Domain Building Customer Loyalty Effectively meeting customer needs; building productive customer relationships; taking responsibility for customer satisfaction and loyalty. Communication Expressing thoughts, feelings, and ideas in a clear, to the point, and convincing manner in both individual and group
DeSimone et al. (2002) HRD3e
6 12/15/2018 CH13 6 Professional Competencies Gaining Commitment Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one’s own behavior to accommodate tasks, situations, and individuals involved Building Strategic Working Relationships Developing and using collaborative relationships to facilitate the accomplishment of work goals
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 7 Professional Competencies 2 Management Domain Decision Making Identifying and understanding issues,
problems, and opportunities; comparing
data from different sources, to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences. DeSimone et al. (2002) HRD3e 8 12/15/2018 CH13 8 Professional Competencies Planning and Organizing Establishing courses of action for self and others to ensure that work is completed efficiently Technical/Professional Knowledge Having achieved a satisfactory level of technical and professional skill or knowledge in position- related areas; keeping up with current developments and trends in areas of expertise.
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 9 Professional Competencies 3 Personal Attributes Domain Adaptability Maintaining effectiveness when experiencing changes in work tasks or the work environment; adjusting effectively to work with new structures, processes, requirements, or cultures. Continuous Learning Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skills on the job and learning through their application. DeSimone et al. (2002) HRD3e Kenneth CH13 M. York 10 12/15/2018 10 Professional Competencies Innovation Generating innovative solutions in work situations; trying different and novel ways to deal with work problems and opportunities. Results Orientation Commits to achieving goals within guidelines and values of organization; drives continuous improvement in all organizational processes; tackles problems directly and efficiently.
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 11 Professional Competencies 4. Quality Work Standards Setting high standards of performance for self and others; assuming responsibility and accountability for successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards imposed.
DeSimone et al. (2002) HRD3e
Kenneth CH13 M. York 12 12/15/2018 12 Professional Competencies 5 Job Fit The extent to which job activities and
responsibilities, the organization’s mode
of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree to which the work itself is personally satisfying. DeSimone et al. (2002) HRD3e 12/15/2018 CH13 13 Management Development Three main components or strategies used to provide management development: 1. Management education 2. Management training 3. On-the-job experiences
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 14 Management Education Bachelor’s and Master’s programs at colleges and universities (B.B.A., MBA) for e.g.-IIM, XLRI, MDI provides courses in MDP. Executive education e.g.-ISB, Hyderabad Condensed MBA programs Short courses by: Colleges and universities Consulting firms Private institutes Professional and industry associations DeSimone et al. (2002) HRD3e 12/15/2018 CH13 15 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. DeSimone et al. (2002) HRD3e 12/15/2018 CH13 16 Designing Management Development Programs - 1 1. Management development must be tied or joined to the organization’s strategic plan. 2. A thorough needs analysis is essential. 3. Specific objectives should be established for each component. 4. Senior management involvement and commitment in all phases is critical. DeSimone et al. (2002) HRD3e 12/15/2018 CH13 17 Designing Management Development Programs - 2 5. A variety of developmental opportunities should be used. Formal (programs) Informal (on-the-job) 6. Ensure that all participants are motivated to participate. 7. The regular evaluation updating of all programs is essential. DeSimone et al. (2002) HRD3e 12/15/2018 CH13 18 Describing the Manager’s Job Several approaches have been used to understand the job of managing: 1. Characteristics approach 2. Managerial roles approach 3. Holistic approach (Mintzberg)
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 19 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 DeSimone et al. (2002) HRD3e 12/15/2018 CH13 20 Describing the Manager’s Job Managerial Roles approach: Fayol’s observational approach Planning, organizing, commanding, coordinating, and controlling Mintzberg’s managerial roles Interpersonal Informational Decisional
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 21 Describing the Manager’s Job Holistic approaches: 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
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 22 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
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 23 Determining the Content of Management Development - 2 Issue: How does the increasingly global economy impact management development? 1. Bartlett and Ghoshal propose four categories or roles for managers: Business manager Country manager Functional manager Corporate manager
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 24 Determining the Content of Management Development - 2 Issue: Impact of the global economy. 2. Adler and Bartholomew propose seven transnational skills or competencies: Global perspective Local responsiveness Synergistic learning Transition and adaptation Cross-cultural interaction Collaboration Foreign experience DeSimone et al. (2002) HRD3e 12/15/2018 CH13 25 Determining the Content of Management Development - 3 Issue: Impact of the global economy. 3. 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.
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 26 Making Management Development Strategic - 1 Issue: How to insure that management development is linked to the organization’s goals and strategies. 1. 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. DeSimone et al. (2002) HRD3e 12/15/2018 CH13 27 Making Management Development Strategic - 2 Issue: Linking to organizational strategies. 2. 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 DeSimone et al. (2002) HRD3e 12/15/2018 CH13 28 Examples of Management Development Approaches - 1 Leadership Training 1. 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.
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 29 Examples of Management Development Approaches - 2 Leadership Training 2. 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). DeSimone et al. (2002) HRD3e 12/15/2018 CH13 30 Examples of Management Development Approaches - 3 Leadership Training 3. 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 and Tichy). DeSimone et al. (2002) HRD3e 12/15/2018 CH13 31 HR Role in Management Development 1 Translating business strategies into HR practices Aligning HR and business strategy Executing strategy Strategic Partner 2 Continual reengineering of the work processes you administer Reengineering organizational processes Building an efficient infrastructure Administrative Expert DeSimone et al. (2002) HRD3e Kenneth CH13 M. York 32 12/15/2018 32 HR Roles 3 Finding ways to provide employees with resources that meet their changing demands Listening and responding to employees Increasing employee commitment and capability Employee Champion 4 Identifying and framing problems, building relationships of trust, solving problems, and creating & fulfilling action plans Managing transformation and change Creating a renewed organization Change Agent DeSimone et al. (2002) HRD3e Kenneth CH13 M. York 33 12/15/2018 33 Preparing for a Management Career: The Five Disciplines Mental Models Semi-permanent tacit "maps" of the world which people hold in their long-term memory, and the short-term perceptions which people build up as part of their everyday reasoning process Deeply ingrained assumptions, generalizations, or mental images that influence how we understand the world DeSimone et al. (2002) HRD3e 34 12/15/2018 CH13 34 Preparing for a Management Career: The Five Disciplines Personal Mastery Continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively Mastery means a special level of proficiency; people with a high level of personal mastery consistently realize the results that matter most to them A commitment to excellence, holding yourself to a high standard of performance Self-insight into what really matters to you What do you think deserves your best effort? DeSimone et al. (2002) HRD3e 35 12/15/2018 CH13 35 Preparing for a Management Career: The Five Disciplines Team Learning Team learning is vital because teams, not individuals, are the fundamental learning unit in modern organizations Unless teams can learn, the organization cannot learn
DeSimone et al. (2002) HRD3e
36 12/15/2018 CH13 36 Preparing for a Management Career: The Five Disciplines Systems Thinking Methods, tools, and principles, all oriented to looking at the interrelatedness of forces, and seeing them as part of a common process (a system) A system is a perceived whole whose elements "hang together" because they continually affect each other over time and operate toward a common purpose DeSimone et al. (2002) HRD3e 37 12/15/2018 CH13 37 Management Education CHALLENGES 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
DeSimone et al. (2002) HRD3e
12/15/2018 CH13 38 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 DeSimone et al. (2002) HRD3e 12/15/2018 CH13 39