human “vesource aning — Scanned with CamScanner7 CHAPTER 9 ee Career Planning, Development and Succession Planning —— Learning Objectives After completion of this unit, the students will be aware of the following topics: : Introduction Definition of Career * Iieportant Elements of Career Overview of Career Development Objectives of Career Development Interrelation with other HRD Functions Career Anchors Indian Scenario Steps in the Career Planning Process Succession Planning Steps of Succession Planning Job Rotation Pest Projects and Boards ‘Auditing the MDP Why MDPs Fail, Organizational HRPand Organizational Culture ovuocoocooocococoocoococcCocCcCoCoccCooCoOooo ‘Types of Career Development Programmes Career Development and Employee Empowerment Career Planning and Career Development Process Integration of Career Development Process with Family Issues ing Career Paths Compatible to Changing Needs Future of Career Planning and Development in India Significance and Advantages of Career Development Different Stages or Cycles of Career Development Process Issues in Career Development Process Management’ : Objectives of Management Development Programmes a Tenis f Mangement Development Scanned with CamScannerHUMAN RESOURC; 1 E PLANNg, INTRODUCTION + ing, career development and Succession i anni Effective HRP encompasses career p! logical changes, organizaten ‘ nae id planning. Even though in this era of rapi rgani are besieged with the problem of manpower redundancy, organizations are equally concerned with the problem of retention'of manpower, While one way ty incrshde retention is by’ veri motivational reinforcers, thé other way obviously ie to address the need of employees, which centres around individual career planning and career development. From an brgartisation s\point of view also, these initiatives reinforce its strategic plans and make its goals and objectives achievable. An organisation without career planning’and career development initiatives is likely to encounter the highest tate pf attrition, causihg much harm to its plans and programmes. Similarly, without succession planning, manning of vacancies, particularly at higher @vels, becomes difficult. There are examples of many organizations, who had ta Suffer for not being able to find a right successor for their key positions. With thé increased scope for job mobility and corporate race for global head-hunting of good performers, it is now a well established fact that normal employment span for key performers remains awfully short. At times it is even shorter than three years. This again strengthens the need for effective career planning, career development and succession planning. The terms cater planning and career development are used’ interchangeably in most of the organizations. It is also correct that, but for their subtle difference in the definitional context, their process remains the same, For the purpose of this book also, we have considered both'the concepts more holistically, except for some discussions on their meaning. » Similarly, any discussion on succession’ planriing'remains incomplete without relating the same to management development and organizational development as succession planning immediately succeeds it.. Moreover, success of one is dependent on the other. DEFINITION OF CAREER - Carger is a sequence of attitudes and behaviours associated with the series of job and work related activities over a person's lifetime, Yet.in another, way, it may be defined as a succession of related jobs, arranged. in, hierarchical ‘order, through whicha person moves in an organisation. As the literal definition of career focuses on an individually perceived sequence, to be more accurate, career nly be either individual-centred or organisation-centred. Therefore, career is ofteri:defined separately as external career and internal career. Externab career refers to the Scanned with CamScannerCE eee a active categories used by society and organizations to describe the progression “Gy steps through @ given occupation, while intemal career refers to the set of epson stages which make up the individual's own concept of career progression (thin an occupation. For such two different approaches, in organizational context, career can be identified as an integrated pace of vertical and lateral movement in ar occupation of an individual over his employment span. Such integrated approach is intended to minimize diversity of hopes and expectations of employees matching individually perceived career with organisation-centred caret IMPORTANT, ELEMENTS OF CAREER Analyzing the definitional context, it is therefore clear that career has the following important elements: ©” 1, _Itisa proper sequence of job related activities. Such job related activities-vis- a-vis experience include role experiences at different hierarchical levels of an individual, which lead to an increasing level of responsibilities, status, power, achievements and rewards. . It: may be individual-centred or organisation-centred. Individual-centred (internal) career is an individually perceived sequence of career progression within an occupation. For example, in medical profession, we have clearly defined stages of education, internship, residency, hospital affiliation, or private practice. Similarly, in college. teaching, we-have stages like lecturer- ship, readership and professorship. In industrial occupation those who get entry in Indian Administrative and Allied Services also have such clearly defined stages of career. For example, in Indian Ordnance Factories; Class-I officers start at Assistant Works Manager level and gradually rise to the level of Works Manager, Deputy General Manager, Additional General Manger, General Manager and so on. These being clearly defined stages of career, an individual before joining such services can very well perceive his sequence of career progression. But such clearly defined stages of career Progression are not made available for all occupations or job titles both in Public and private sectors. In such cases, individuals nurture their own Perceived stages of career progression. \ Itis better defined as an integrated pace of lateral movement in an occupation of an individual over his employment span. Individual-centred career being Rot an objective or at times even realistic description of career steps in a 4 Biven otcupation, often goes against the hopes and expectations of employees le Im ps Im-Di- 16 Scanned with CamScannerHUMAN RESOURCE ue i ived career plan f izations may have a different percelv ; or, aa Sai eee therefore, minimizes such dissonance a ae a mutually acceptable and satisfying career progression. OVERVIEW OF CAREER DEVELOPMENT Career development essentially means the process o ara an employee, potential for advancement and career change. In 7 7 a m itis 7 Process plauning the series of possible jobs which an indies aa ‘Old in the organisation over time and developing strategies designed to provide necessay job skills as the opportunity arises. Therefore, career development relates to the readiness for progression through a series of positions during an individuals working life. Career development may be differentiated from career planning and career management. Career development is a systematic process of guiding the movement of human resources of an enterprise through different hierarchical positions, whereas career planning is a process of establishing career objectives. for an employee (or by the person himself) and developing planned strategies to achieve them including activities which help in making choices with respect to occupations, organisation's job assignments and. self development measures. Career management, on the other hand, relates to specific human resource management activities, such as recruitment, selection, placement, and appraisal to facilitate career development. Every organisation needs to provide career development opportunities to its employees. The Indian corporate sector, at present, is facing major restructuring to keep pace with the economic restructuring programme of the country. Market globalization, technolégy upgradation, impo‘t liberalization, delicensing, increased competition together have now prompted Indian ‘companies to restructure their production vis-a-vis organisation. Redeploying the manpowet, through proper training, in restructured jobs is one of the important priorities for the organizations, particularly for those who are down the level. But employee! with matching skill and knowledge now find them in better bargaining position due to increased job mobility. Most of the foreign and multinational comparies are now winning away the employees with matching skill and knowledge from Indian organizations with better offer of pay and career. Therefore. Ce career development programme may affect an organisation at least in two. 1. High employee tumover, Particularly those in their beginning of their careet 2. Decreasing employment involvement. Scanned with CamScanneret ADIN, DEVELOPMENT AND SUCCESSION PLANNING, 1 7 ruitment expenses, training expenses and reduced. performance during entation (loss of output, increased wastages, etc.) together add to the cost of employee turnover. 2 peceased employee involvement also affects functi ofthe employees. Other important reasons for ca js follows: ional efficiency and productivity reer development can be listed 1. Changing environment is now making jobs more complex. A suitable career development programme enables employees to be better Prepared for future positions in the organisation. It also gives the opportunity to identify prospective managers from within. Manning vacancies from within is cost ‘efficient and at the same time the system motivates employees. 2, Asuitable career development programme enables the organisation to receive maximum contribution from employees. Since this helps employees to enhance their skills for higher positions, both under utilization of employee's potential work energy and their underemployment can be avoided. 3. Career development makes employees moré adaptable to changing requirements of the organizations. The requirements may either'change due to new technology [Computer Numerically Controlled Technology (CNC), Numerically Controlled Technology (NCT), Direct Numerically Controlled Technology (DNCT) and Flexible Manufacturing System (FMS)], or new management philosophy and style (like, just-in-time manufacturing, total quality management, etc.). It provides an objective basis to describe the steps of progression in a given organisation, and therefore, minimizes unfair promotion practices of employees reducing the chance of ‘promotion by discrétion’. Thus, a suitable career development programme avoids employees’ resentment on promotion issues, which has now become a major causal factor of industrial disputes in India. : “Most of the organizations are now also manned by women and other minority Classes of employees. A career development programme ensures equitable opportunity for career progression of these classes of employees also. Thus it Meets the requirements of equal employrhent opportunities for all. A career development programme gives opportunities to employees toacquire ™ore skills, obtain desired jobs, share increased responsibility, enjoy scope of job mobility and derive increased job satisfaction. Scanned with CamScannera HUMAN RESOURCE PLayay, SIGNIFICANCE AND ADVANTAGES OF CAREER DEVELOPMENT ‘The significance and advantages of career development both from organization, and employees point of view can be'summed up as follows: 1. It reduces employee turnover by providing increased promotional avenues, 2. Itimproves employee morale and motivation. 3: It enables organizations to man promotional vacancies internally, thereby providing opportunities to reduce the cost of managerial recruitment. 4. Itensures better utilization of employees’ skills and provides increased work satisfaction to employees. . 5. It makes employees adaptable to the changing requirement of the organisation. 6. It reditces industrial disputes related to promotional+matters and thereby "provides opportunity to the organisation to sustain harmonious industrial relations. Employees’ loyalty and commitment to the organisation can be substantially increased and thereby organizations can enjoy the privilege of increased employee productivity. 8. Career development programmes being an objective description of career Progression, ensure equitable promotional decisions even for women and minorities in an organisation. OBJECTIVES OF CAREER DEVELOPMENT Tre objectives of a career development programme, therefore, can be listed a8 low: 1. To attract and retain effective persons in an organisation. To utilize human resources optimally. To improve morale and motivation level of employees. To reduce employee tumover. To practise a balanced ‘promotion from within’ policy. a To make employees adaptable to changes. Scanned with CamScannergat PANNING, DEVELOPMENT AND SUCCESSION PUNNING ma 7, To increase employees’ loyalty and commitment to the organizations. g, To maintain harmonious industrial relations. g, To inculcate equitable employment practices providing equal career progression opportunities to women and minorities. Types OF (CAREER DEVELOPMENT PROGRAMMES, Inan organisation, there are different types of development programmes to enrich different skills of human resources. These include organisation development, employee development, management development and career development. Organizational development programmes are planned and managed from the top to bring about planned organizational changes for increasing the | organizational effectiveness. Management development is concerned with | upgrading the manager's skills, knowledge and ability of the employees to enable them to accomplish the additional process of guiding the movement of human resources through different hierarchical levels. Whatever may be the differences, career development is interrelated with other human resource development functions. INTERRELATION WITH OTHER HRD FUNCTIONS Difference with Career Planning Career Planning process evaluates one’s abilities and interests, considering alternative career opportunities, establishing career goals and planning practical development activities. Thus from an individual's point of view, it helps in making choices with respect to occupation, organisation, job assignment and self- * development measures. However. organizational career planning is different from individual career planning, as organizational career plan is a map of sequence of jobs for an employee within the organisation itself, whereas individual career planning is a map of sequence 6f jobs of the individual concerned without regard to the organisation. Career development process, on the ‘éther hand, aims to increase an employee's potential for advancement and career change by providing Necessary job skills. : ; Career pathing, personnel skills inventories, career information systems and career counselling are different career planning activities in an organisation. Thus information of jobs to decide the skills needed through an effective system of job analysis and job descriptions is required. Suitable performance appraisal system ‘omonitor performance, clear career goals of employees, effective human resource Planning system and designated career paths and job families enable the career Scanned with CamScanneray m2 HUMAN RESOURCE Pus Planning process to move logically and scientifically. In addition, the cae ta Planning process being concerned with the individual employees, an ef information system is necessary to make all these data available to the employa. concerned from time to time. Career development Process, on the other _ calls for assisting employees in assessing their own internal career a developing and publishing available career opportunities in the Organisation ar’ finally aligning employee need: is and abilities with career Opportunities, However, there cannot be an effective career development without career lanning in the organisation. Therefore, career development is an integral part of the ca, planning process as career pl: occupational and career choices of an employee, his devising a suitable development prograntme for him. Conventionally, Organisation, the career planning process primarily deals with emy lower level, whereas career development entails objective descripti Progression path for all levels of employees. lanning provides the opportunity for assessin, performance appraisal ang in any given loyees at a ion Of career Difference with Manpower Planning Manpower planning, among other things, the data on the inventory of sI sed on which, expansion, technology upgradation, Banisation. Inventory of manpower resources, ma umber, types, skills, levels and time, with the passage of time, desired bel meet the manpower needs, training opportunities, etc. is the basic information manpower planning also encor latter provides the basis of many jobs which an employee may hold in the organisa Provides higher management with kills and potential available in the organisation, etc. are undertaken by the inpower needs in terms of Possible changes in functions and activities +havioural or attitudinal changes required to Tesources and training time, required for manpower planning. However, mpasses-the career power planning by planning the series of possible tion over time. Difference with Succession Planning 7 Succession planning involves i like, marketing, production, pe identification of likely vacancies for higher leve! nd, covers employees at all levels including executives ning in reality, therefore, is managemett Career development programme normally a given occupation, while succession planni"® ler generalist positions like General Manage® y be groomed up for different specialist posiio™* rsonnel, finance, ete, Scanned with CamScannerP yet AANNINS, DEVELOPMENT AND SUCCESSION PLANNING ns } i DIFFERENT STAGES OR CYCLES OF CAREER DEVELOPMENT PROCESS tn order to design a suitable career development programme it is necessary to understand the different career stages or development cycles of an individual employee- Actual stages differ from individual to individual due to obvious differences in perceived internal career. However, career development cycle or Sages Keeping. view the general requirements of people at different hierarchical stages. MAY be grouped under the following four categories: Exploratory Stage: This stage starts when a new employee joins an organisation. An employee with his qualification and knowledge joins an organisation and finds himself in an apparent mismatch condition which cannot be set right with the induction programme of the organisation. It takes quite some time for him after thorough training to adapt to the organisation and more particularly to his job assignment. Therefore, it is essential for the organisation to sustain the behavioural as well as operational deficiencies to help him to develop in the course of time. The best solution at this stage is to allow the new entrant to perform some specific job and to confer freedom in functioning. This will help the new entrant to gradually develop according to the requirements of the organisation. Some companies even allow the new entrant to undergo a compulsory job-rotation for a reasonable time period. The purpose of such job rotation is to allow the employee to select his preferred job from a wide range of available obs in the organisation. However, chie to obvious functional specialities and different educational requirements, such a scheme is not quite siuccessful in Indian organizations. ii. Establishment Stage: After a new entrant chooses his career from different given alternatives (where such options are: available), he needs to be provided with regular feedback on his performance. Such performance feedback enables the new employee to understand the effectiveness of his performance and at the same time he can also initiate required corrective action to overcome praisal and its feedback have also his functional deficienties. Performanee ap| motivational values as the new employee enjoys a sense of accomplishment when he gets feedback on his assignment from management and specifically when he understands that his promotional decision has been taken based on his performance. A successful career development process at establishment stage, therefore, is important to retain employees in the organisation and at the same time to develop a sense of loyalty and commitment to the organisation. -career stage for employees who strive hard ii, Maintenance Stage: This is a mid: nd fame. Therefore, at this stage employees to retain their established name a1 Scanned with CamScannermu HUMAN RESOURCE PLvggy, need toputtheir continuous efforts for self developmen For an organisation, career development process at this stage, therefore, renewing ang updating the skills of employees particularly in the context 4 the changing environment to help employees to overcome their mid-career crisis. In many organizations, absence of career development programmes makesemployes in this stage of their career to opt for a job switch. Therefore, this stage ig crucial ancl unless the organisation adopts suitable career developmen, programmes, it may face high employee turnover. i . , A for ret iv. Stage of Decline: Emy loyees at this stage, being prepared reti tirement nt | oe rom te possible threat of reduced role or responsibilities in the isatic ity ii i jiated with old “organisation. Such complexity is behaviourally associa\ terol the employees which, unless set right through a suitable career development | programme, may even render such employees inefficient or misfits for the I organisation. Career development process at this stage, therefore, should t aim at helping the employees to get mentally prepared for retirement rituals, particularly to prepare them to accept a reduced role and responsibilities, ' | that they can accommodate with their family and the society in the later part of their life. | : IsSUES:IN CAREER DEVELOPMENT PROCESS 2D Edgar H. Schein suggested the following issues to be considered at different tages or cycles of career development process. . : Exploratory Stage J At this stage an organisation should: : 6 a. Ensure the availability of accurate information about the organisation and the various occupations existing in the organisation to the new employee. : b. Create opportunities to enable new empl i i e op ployees to get acquainted with the Sine ; ea Eee i rganizal ea ‘careers through job rotation, internship, visit to different units, “Xe. Sponsor educational ini i \ Seat ae Hoa aad training programmes for ensuring supply weeny Establishment Stage . At this stage an organisation should ensure: a. Identification of the best possible talent for the organisation. —-- Scanned with CamScannerCAREER PLANNING, DEVELOPMENT AND SUCCESSION PLANNING as Communicating the correct and positive image of the organisation to the employee. Maximum learning and favourable attitudes of the employees towards the organisation. d. Assigning challenging jobs to employees to-enable them to test their abiliti and skills. Providing adequate feedback on performance to the employees to enable them to assess their strengths and weaknesses. {. Designing of developrhent plan, identification of development needs, deciding career steps, etc. b. Maintenance Stage This being a mid-career stage, the organisation should provide: a. A continuing process of performance appraisals, feedback, career counselling, long-range career planning to ensure proper deployment of the employees and also to, enable them to feel challenged, motivated and committed to the organisation. b. Strategies to motivate plateaued employees, so that they can be productively utilized even without promotion. ¢. Adequate opportunities for transition from specialist cadres to generalist positions at higher echelons of the organisation. ths to-enable employees to accommodate their personal d. Adequate career pa! ‘fam lly during critical phases in their life or family cycle. and family needs, especial ees to adjust to their changing role as their career shifts from €. Help employ A a 1) positions to advisory positions. active (operational , £. Help employees to prepare for retirement. ‘Decline Stage This being a stage of separation, the organisation should try to: loyee's sense of self-worth. @. Manage retirement without destroying the emp! b. Invent new and c1 their knowledge, experience'and wisdom. reative part-time roles for retired employees which can use Scanned with CamScannerHUMAN RESOURCE e fort to develop their, nef At every stage of the careet, elo ee hy a ctett pertonanee information sources. They analy? eee recr paths Stable bs es ities for development, study # n Piet Seualiee arisation with details of their ree ae ‘B00 i ambition ne pei — ‘as much the responsibility of the indivi ip! isthe deed ea aal, responsibility of the organisation. (CAREER ANCHORS ' rome-of talents, motives and Mssee) ian gives -tabity rection to a person's career. Such talents, motives and values give shape to mohepaies rhich an individual derives from his early experiences and which help him to conceptualize his own perceived career. This perceived career anchor, therefore, often goes against organizational career plans and thus, employees develop a sense of dissonance or incongruity about their career plans, Many organizations, therefore, try to identify: perceived career anchors for their employees to develop matching career development programmes. Many empirical studies have sé far been carried out to identify the perceived career-anchor of different type of employees. Edgar H. Schein, summing up the findings of an empirical study on management graduates, identified five such careet anchors for employees. : Career anchor is a synd D) Managerial Competence This competence is a fundamental characteristic for those who prefer to rise to the top. Such employees were found to have the following three areas of competence: i, a. Interpersonal Competence: They have the ability and desire to handle a variety of interpersonal and group situations. They can give leadership, resolve group conflicts and also feel : : situations to their advantage. at ease while tackling unfavourable . Analytic This b. eae cnet This competence helps such employees to identify Pr ; a hana lyze the same and to, develop situations to resolve the problems. lytical skill being an important Prerequisite for success of managers, such competence naturally positions. 'y makes such employees befiting for managerial Scanned with CamScannercastet PANNING, DEVELOPMENT AND SUCCESSION PUNNING MS jo etain best talents. Companies like, Bajaj Auto, Arvind Mills, Gujarat Ambuja, Essar oe a Industries, Bombay Dyeing, Hindustan Lever, Crompton Greaves, Tetas, etc., have now brought in many tive chai hich cz relisted as below: : Datei tiaa ba 1, Most of the companies now consider employB8S3¥ thir important assets. The concept of total quality managemient conSiders every employee as customers (internal) to the organisation. Making employees entrepreneurs for the organisation and empowering them, is now compelling the organizations to re-design career progression tracks to attract and retain the best employees. Making people psychologically prepared for ownersh:y, some organizations are also experimenting with flatter organisation structure with adequate decentralization. 2. For manning senior executive positions, organizations are now giving more importance to knowledge than functional skills. This perhaps is the only reason for selecting people even in their early thirties for senior managerial posts. 3. Organizations are now more keen.tafget #id of those employees who are now redundant due to changing requfrements, by offering golden handshake, rather than developirig these persons for better redeployment. 4. Meritis now getting overriding priority than seniority. This, therefore, renders career progression paths less important. Many, however, feel that éven with greater priority of merit over seniority, career progression paths do not become completely meaningless, since for even promotion by merit, the lines of progression paths are relevant. For any succession planning or promotion planning this is still important. In addition, organizational restructuring programmes are now rendering many employees surplus and it has become a major problem for the organizations to redeploy employees in restructured jobs. Career panic has now become a global issue. Most of the organizations, fearing employee-turnover, are now working on designing jobs which can offer employees recognition, creativity (by lateral transfers etc.), challenges and empowerment. SUCCESSION PLANNING 8 Growth and survival of the organisation are the responsibilities of the top management. To fulfill such responsibilities each organisation ae to plan Management succession. Succession planning is a oe ie a ensure the availability of right managerial ae at righ Scanned with CamScannerHUMAN RESOURCE PLANK [ and strength. Most of th. , , i with their budgets ang pee ae § them to an alarming situation, when * busines plans. This shor | manpower to man different positions in te they find shortage Of mae ational collapse. To avoid this, good organization ee in three different time frames, i.e., immediate ears) and long range (beyond 5 years), organisation, resulti try to make succession planning, ate (1 to 5 y tential threat from successor, which may also stands againgt ' inuii izati vitalit positions for continuing organizational ity (within 1 year), intermedi fe 35 Prevailing managerial attitude, ie, 7 : : not sustain the desire of the managers to cling to their chairs, the success of the succession planning. STEPS OF SUCCESSION PLANNING © The first step is to prepare and develop a management staffing plan for all anticipated needs in different time frames. For important positions at the top managerial level, such planning should be done even for shorter duration, tential threat from éventual natural wastages (death, keeping in view the pot ) disability, premature retirement, etc.) and so also from job switch and change (which has now incréased'many times due to the obviously enhanced scope fects of external factors like, economic factors, overall manpower factors should also be considered while making such plan. Each organisation has to review their business plans. Effects of such plans on managerial needs also need to be studied. : The second step is staffing and development. Staffing is concerned with recruitment, selection and placemént. Selection and placement may be either done from outside or from within the organisation through promotion and transfer. Development of managerial personnel is done through training, job rotation, creating ‘Assistant-to' positions, projects and boards assignments, performance appraisal, counselling and guidance. In many organizations, management adopts what they call’ a grooming process for filling uP important managerial positions. A manager is ‘groomed by giving tempora1Y assignments, attaching him/her with the higher officer or sometimes designating the potential promotee as-"officer on special duty”. of job mobility.) Other e . ie tied step is to ensure congenial organizational environment to retain s es lesired managerial personnel. Unless this is done, the whole exercise 0 loping a successor may have.to be repeated. . fourth step i : Hie cee a good performance appraisal system 10 $* shortfalls. Performance and to review their progress * Scanned with CamScannersath PANNING, DEVELOPMENT AND SUCCESSION PLANNING oa 4 Preparation of the nianagement resource inventory is the final step inthe succession planning. Such inventory contains details of personal data, etformance records, skills, potential, career goals and career paths of managerial personnel. ; ‘MANAGEMENT DEVELOPMENT ‘Any succession planning initiative becomes ineffective without management | development, which is a scientific training process for managers and executives | to enrich their knowledge and skills, so as to make them competent to manage their organizations effectively. Unlike general purpose training, management |) development programmes aim at developing conceptual and human skills of managers and executives through organized and systematic procedures. In India, many professional institutes like, Administrative Staff College of India, Management Development Institute, Indian Institutes of Management, Quality Management International, National Institute of Training in Industrial Engineering, All India Management Association, Indian Society for Training and Development, National Institute of Personnel Management etc., conduct different management development programmes to sensitize managers and executives to different emerging problems of the corporate world. Most of the programmes > being on general purpose issues, some corporate hauses have also designed their own management development programmes for their managers and executives. In the private sector, Tata Management. Development Centre (TMDC) at Jamshedpur conducts such programmes for Tata executives. In the public sector, the Steel Authority of India Ltd. (SAIL) has its full-fledged management ! development centre at Ranchi. Kirloskar Group, Reliance Group and Lakshmi Group (Madras) have developed their own management development centres to train their executives on general and organisation specific issues. In addition, in- house training divisions of the business houses are also developing requisite ? infrastructure to train their executives, in an dttemptto-reduce their dependence. on outside agencies. ° oe |. Characteristics cof Management Development To understand the concept of management developmient better, it is important to list out its characteristics. | A continues process: Management development isa continuous process It should, | encompass the entire professional céreer of managers and executives. In India, * so long management development used to be considered as a sporadic activity, Deed he organizational requirements. In Japan, Zen r 1G failure to meet the organid eae see Re eae facilitates in considering management development as a | systematic and continuous activity of any organisation. - ~ ‘ : ee Scanned with CamScanner