Management Development

Chapter 13

Werner & DeSimone (2006) 1

True or False “Quiz”
1. It is predicted that there will be
fewer managers in the U.S. by 2010
than there are presently.

2. Researchers have been able to

describe the managerial job with a
high degree of precision.

Werner & DeSimone (2006) 2

True or False “Quiz” – 2
3. The systems or HRD process model
isn’t very helpful when it comes to
management development.
4. Management education is a small
and decreasing proportion of all
post-secondary educational
opportunities that U.S. students are
taking.
Werner & DeSimone (2006) 3
True or False “Quiz” – 3
5. Corporate universities are only
popular among very large
organizations.
6. Behavior modeling training may
work fine for entry-level training, but
hasn’t been found to be very
effective for management
development efforts.
Werner & DeSimone (2006) 4
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.”
Werner & DeSimone (2006) 5
Management Development

Three main components or strategies

used to provide management
development:
Management education
Management training
On-the-job experiences

Werner & DeSimone (2006) 6

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)
Werner & DeSimone (2006) 7
Describing the Manager’s
Job – 2
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

Werner & DeSimone (2006) 8

Describing the Manager’s
Job – 3
Roles approach:
Fayol’s observational approach
 Planning, organizing, commanding,
coordinating, and controlling
Mintzberg’s managerial roles
 Interpersonal
 Informational
 Decisional

Werner & DeSimone (2006) 9

Describing the Manager’s
Job – 4
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

Werner & DeSimone (2006) 10

Describing the Manager’s
Job – 5

Process models:
Four-dimensional model (Schoenfeldt
& Steger):
 Six management functions
 Four roles
 Five relational targets
 Various managerial styles

Werner & DeSimone (2006) 11

Describing the Manager’s
Job – 6
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

Werner & DeSimone (2006) 12

 Mintzberg’s “Well-Rounded”
Model

By Permission of Publisher: Mitzberg (1994)

Werner & DeSimone (2006) 13

Determining the Content of
Management Development
Issue: How to determine the content of a
management development/training program.
What would be recommended, based on the
HRD process model?
 Begin with:
Survey by Saari et al.:
 Only 27% of organizations did any form of
___________________ before designing their
management development programs.

Werner & DeSimone (2006) 14

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

Werner & DeSimone (2006) 15

Determining the Content of
Management Development – 3
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

Werner & DeSimone (2006) 16

Determining the Content of
Management Development – 4
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

Werner & DeSimone (2006) 17

Making Management
Development Strategic
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

Werner & DeSimone (2006) 18

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

Werner & DeSimone (2006) 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

Werner & DeSimone (2006) 20

Management Education – 2
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

Werner & DeSimone (2006) 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

Werner & DeSimone (2006) 22

Examples of Management
Development Approaches
Leadership Training
1. 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)

Werner & DeSimone (2006) 23

Examples of Management
Development Approaches – 2
Leadership Training
2. Leaders developing leaders
 Involvement of CEOs and other senior
managers in developing leaders within
their own organizations. Example: Intel
 Effective leaders create engaging
personal stories to communicate their
vision for the future (Cohen & Tichy).

Werner & DeSimone (2006) 24

Examples of Management
Development Approaches – 3
Behavior Modeling Training
Typically includes five steps:
 Modeling
 Retention
 Rehearsal
 Feedback
 Transfer of training
Demonstrated effectiveness for changing
learning, behavior, and results

Werner & DeSimone (2006) 25

Designing Management
Development Programs
1. Management development must be
tied 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.

Werner & DeSimone (2006) 26

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.

Werner & DeSimone (2006) 27

Summary
An enormous amount of time and money
are spent on management development
efforts
 Not enough of this is:
Success is most likely when there is an
appropriate combination of:
 M________________________
 M________________________
 O________________________

Werner & DeSimone (2006) 28