Approaches to Management

Development Program

Presented by:-
Shweta Bhandari……005
Shilpa Deshwal………047
Kratika Rathi………….027
Monisha Gautam……0
Importance of Management Development
There has been a great focus on Management
development because:-
Indication of firm’s competitiveness
Managers get a lot of training
Managers are accountable for success
Managers’ jobs are complex
 Managerial Roles
Interpers Informati
Decision
onal onal
Roles Roles al Roles
●
Figurehe ●
Monitor ●
Entrepreneur
●
Disseminat
●
Disturbance
ad Handler
or Resource
Leader
●
●
●
Spokespers Allocator
●
Liaison on ●
Negotiator
Categories of Management
Characteristics

Conceptual knowledge and

skills

Technical knowledge and

skills

Interpersonal knowledge and

skills

Personal traits
General characteristics of
manager
MANAGERIAL
STYLES

EMPLOYEE ORIENTED TASK ORIENTED

knowledge and skills personal
traits
Managerial role conceptual technical interpersonal
Interpersonal
Figurehead yes yes
Leader yes yes yes
Liaison yes yes yes

Informational
Monitor yes yes yes
Disseminator yes yes yes
Spokesperson yes yes yes

Decisional
Entrepreneur yes yes yes yes
Disturbance handler yes yes yes yes
Resource allocator yes yes yes yes
Negotiator yes yes yes
Management Development Approach
Providing an integrated framework for assessing
managerial behavior within the organizational
context.
Understanding the match between managers and
their organizational context
BENEFITS:
An increased ability to determine a manger’s needs.
An increased ability to assess accurately the
appropriateness of a particular training program for
meeting those needs.
Management development implications
Key to effective management:
 Knowing the context
 Knowing what is required of you
 Having the KSAs to do what is required

Issues to be addressed in a management development

program:
 Understanding context
 Self- Awareness And Diagnostic Skills
 Managerial Person Analysis
Sources of Knowledge/ Skill Acquisition
Organization itself
Combination of internal and external sources

Some of the frequently used training sources are:

Externally Based Training

Corporate Universities
 Externally Based Training
Executive/ Management Education Programs
Training companies, consultants & professional
associations
●
Exposure
Removal of constraints
Advantages
●

●
Interchange of ideas
●
Cost benefit

●
Inconsistency of instructor effectiveness
Inability to specify expected company outcomes

Problems
●

●
Extended time
●
Inability to choose content of training
●
Failure of on–the- job reinforcement
 Corporate Universities
Philips Petroleum, General electric, IBM, Motorola, Mc
Donald’s and Xerox
Integrate technical, conceptual and interpersonal needs
within context of the organization's strategy, structure and
technology
●
Organization based Approach to management

Advantages Job specific Knowledge and skills

●

●
Quality instruction
●
Cost effectiveness

●
Matching curriculum to the needs of the company becomes

Problems
tough sometimes
●
Suitable only for large organizations
●
Discourage training in some areas or certain methods while
encouraging others
Assessment of suitability of a management
development program
Before adopting a MDP the following questions are useful
in assessing the match of the program to the manager’s
needs:
 Do the program outcomes meet an identified need?
 Will the learning that results from the training be
supported on the job?
 Will behavior resulting from the training conform to the
organization's policies, procedures and norms?
 Will the individual’s receive any personal benefit from the
training?
 What is the cost/ benefit ratio with the approach compared
with that of alternative approaches?
 Types of management
development programs
Knowledge /Skills development: Conceptual

Knowledge /Skills development: Technical

Interpersonal and management style

Developing personal traits

Knowledge /Skills development:
Conceptual

On the job Managerial

Decision
training
training roles
Management / Mentoring
making
Incident
business Coaching Situationa
technique
games, Action l
learning
Self
simulations approach
Job rotation observatio
and case Rational
Understudy n
studies training
manager
technique
Junior boards training
s
Knowledge /Skills development: Technical

Degree and
●
Professional associations
certificatio ●
Certificate training programs
n programs
Workshops ●
Universities
Professional associations
and
●

●
Consultants
●
Training companies
seminars
 Interpersonal and management style
Interactive skills ●
More effective interaction with others
training ●
Simulations and feedback

Leader match Ways of manipulating the situation to

●

training match their strengths

Grid ●
Concern for work outcomes
management ●
Concern for people

Workshops and ●
Communication Managerial style
Leadership Team facilitation
seminars
●
 Developing personal traits

Role ●

●
Development of interpersonal skills
Focuses on self examination and
motivation development of internal values

Need for ●
Understanding and development of the need for
achievement
achievement ●
Includes self study. Goal setting, and case analysis

Transactio ●

●
Self awareness
Adult to adult interaction between
nal analysis subordinates and superiors
 Strategies for development of Technical
managers
Give managerial roles to Technical experts
Clarify the expectations for those goals
Place managerial components into the technical expert job
description
Assign jobs with increasing degree of those managerial
components
Establish a performance review program to see if:
 The technical expert learns appropriate behavior
 The technical expert transfers the behavior to the job

 The organizational structure facilitates this transfer

Training for Executive level Managers
As managers are accountable for success of the
organization, training for them is critical. These
training include:-
Coaching
Mentoring
Executive development programs like executive MBAs
Action learning
Job rotation
Special Job assignments
Team building/Outward Bound
 Succession Planning
Systematic and effective way to develop talent for the
executive level of management
Process of preparing employees at a lower level to
replace someone at the next level
For critical positions
President/
President/ CEO
CEO

Executives
Executives in
in general
general
 For the President/ CEO
The process of succession planning for the top position
should entail

Identification of the KSAs or competencies required for the CEO position

Assessment of individuals who have potential for filling the position

Identification of areas where development is necessary

A plan to provide individual with opportunities to develop improvement

requiring areas
THANK YOU