Presented By;

Zeeshan Safdar(F17-0464)

Management Development
M.Nauman Javaid(F17-0487)

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 Topic
Management

Development

Management Development
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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

Management Development
managers with the skills necessary to function effectively in that
organization.”

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Management Development

Three main components

• Management education

Management Development
• Management training
• On-the-job experiences

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Describing the Manager’s
Job
Several approaches have been used to understand the job of
managing:
• Characteristics approach
• Managerial roles approach

Management Development
• Process models
• Integrated competency model
• Four-dimensional model
• Holistic approach (Mintzberg)

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Characteristics approach:
• Long hours
• Primarily focused within the organization
• High activity levels

Management Development
• Fragmented work
• Varied activities
• Primarily focused on oral communication
• Many contacts
• Much information gathering is conducted

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 Roles approach:

• Fayol’s observational approach

• Planning, organizing, commanding, coordinating, and controlling
• Mintzberg’s managerial roles
• Interpersonal

Management Development
• Informational
• Decisional

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 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

Management Development
• Directing subordinates
• Focus on others
• Specialized knowledge

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 Process models:
• Four-dimensional model (Schoenfeldt & Steger):
• Six management functions
• Four roles
• Five relational targets

Management Development
• Various managerial styles

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 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:

Management Development
• The person in the job
• The frame of the job
• The agenda of the work
• The actual behaviors that managers perform

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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

Management Development
HRD process model?
• Begin with:
• Survey by Saari et al.:
• Only 27% of organizations did any form of
___________________ before designing their
management development programs. 11
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

Management Development
roles for managers:
• Business manager
• Country manager
• Functional manager
• Corporate manager
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Determining the Content of
Management Development –
3
Issue: Impact of the global economy.
2. Adler and Bartholomew propose seven
transnational skills or competencies:

Management Development
• Global perspective
• Local responsiveness
• Synergistic learning
• Transition and adaptation
• Cross-cultural interaction
• Collaboration
• Foreign experience
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Determining the Content of
Management Development –
4
Issue: Impact of the global economy.
3. Spreitzer et al. propose fourteen dimensions of
international competency:

Management Development
• 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
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Making Management
Development Strategic
Issue: How to insure that management
development is linked to the organization’s
goals and strategies.

Management Development
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
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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

Management Development
• 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 16
Management Education
• Bachelor’s and master’s programs at colleges and universities
(B.B.A., MBA)
• Executive education – e.g.,
• Condensed MBA programs

Management Development
• Short courses by:
• Colleges and universities
• Consulting firms
• Private institutes
• Professional and industry associations

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Management Education – 2
• Although very popular, there are many challenges facing
management education at present – e.g.,
• Ensuring timeliness
• “Just-in-time management education”

Management Development
• Ensuring value-added
• Linking classroom with on-the-job experiences
• Connecting education to real-life issues
• Intense competition among providers

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Management Training and
Experiences
• Company-designed courses
• e.g., General Electric
• Company academies, “colleges,” and corporate universities
• e.g., Motorola, Xerox

Management Development
• On-the-job experiences
• Center for Creative Leadership research
• Action learning – a “living case” approach

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Examples of Management
Development Approaches
Leadership Training
1. Transformational leadership
• Focus on leader qualities such as vision, inspiration, and
charisma

Management Development
• “Transforming followers, creating vision of the goals that may
be attained, and articulating for the followers the ways to
attain those goals.” (Bass, 1985)

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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

Management Development
• Effective leaders create engaging personal stories to
communicate their vision for the future (Cohen & Tichy).

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Examples of Management
Development Approaches – 3
Behavior Modeling Training
• Typically includes five steps:
• Modeling

Management Development
• Retention
• Rehearsal
• Feedback
• Transfer of training
• Demonstrated effectiveness for changing
learning, behavior, and results
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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

Management Development
component.
4. Senior management involvement and commitment in all
phases is critical.

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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.

Management Development
7. The regular evaluation updating of all programs is
essential.

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