Professional Documents
Culture Documents
Chapter 10
Chapter 10
c c
10
c cc
cc
c
ANNOTATED OUTLINE
Introduction
The basic purpose of executive development is to improve managerial
performance by imparting knowledge, changing attitudes or increasing skills.
Training certainly helps in improving job-related skills but when the intent is to
enhance executives¶ ability to handle diverse jobs and prepare them for
future challenges the focus must shift to executive development.
c
Tr i i It D l t
L r s cific i rs F c s U rst i t r r tk l ;
cti s; str t t c iq s D l t; E c citi s
r c ss s. f r ri ssi ts.
S rt t r . Ti Fr L t r .
Tri s t i r s cific skill Pr c ss Ai s t i r i t t t l rs lit
r l ti t ( stl t c ic l f i i i l (l r l l tic l
c ic l). c c t l iliti s).
M t c rr t r q ir ts f G l M t f t r c ll s ft
; i s ti r i l t i i i l; i s t r i i
rf r c c rr tl l l r i rt iti s si t l
. l s r .
P rf r c r is ls, c st- Q lifi l il l
Eff cti ss
fit l sis, ssi t sts , r ti fr it i
M s r s
r c rtific ti . ssi l , HR- s c titi
t .
c
!
A It is a long term process, as managers take time to ac uire and improve their
capabilities
c
"
Importance of executive
development
A Invaluable investment in the long run as it helps managers to ac uire re uisite
knowledge, skills and abilities needed to handle complex situations in business
A nables executives to realise their own career goals and aspirations
A elps executives to step into superior positions easily
A ssists executives in enhancing their people-management skills,
taking a holistic view of various problems.
c
#
Executive Development
Programmes: Ôteps
Ôteps in the organisation of an
executive development programme
A nalysis of organisational development needs
A ppraisal of present managerial capabilities
A Inventory of executive talent(in terms of age, service, education, experience etc
A lanning of individual development programmes
A evising appropriate development programmes
A valuating results
c
$
ethods/techniques
c
%
ethods/techniques
c
,
c
c
A ae clear about learning objectives and explore possible ways to realise the
objectives
A ecide which objectives would be best served by the case method
A ind out the available cases that might work or consider developing your own
A et up the activity ± including the case material, the room and the schedule
A bserve the principles that guide effective group interactions
A rovide an opportunity to all trainees to participate meaningfully and try to keep the
groups small.
A top for process checks and get set to intervene when interactions go out of hand
A llow for different learning styles
A larify the trainer's role as a facilitator
A aridge the gap between theory and practice
c
ethods/techniques
c
ethods/techniques
c
!
c
"
ethods/techniques
c
#
aenefits
c
$
osts
A T-group leaders may lack the skills to instil enthusiasm and confidence
in participants.
A T groups may actually destroy team learning and team spirit as they
encourage participants to be hostile without feeling guilty during
training.
c
%
ethods/techniques
c
,
+ Trainees learn uickly by actually doing a piece of work and obtain feedback
+Mhere the trainer and the trainee interact in an open manner, there is tremendous
scope for the trainee to grow by seeking clarifications continuously and rectifying
mistakes
__ lot depends on the interpersonal skills of the supervisor
---The learner, often, cannot develop much beyond the limits of his own supervisor
c
ethods/techniques
ethods/techniques
c
ethods/techniques
A
.* ') This is a learner-oriented
techni ue which presents subject matter to the trainees in
small se uential steps re uiring fre uent responses from the
trainee and immediately offering him of their accuracy or
otherwise.
c
Job otation To develop diversified skills and broaden the outlook of an executive
nderstudy To aid succession planning by developing the skills of juniors according to a pre-set plan
ultiple anagement To assist managers in expanding their outlook and knowledge in various functional areas
ase tudy To develop analytical, reasoning and problem-solving skills
ole laying To translate theoretical knowledge into action plans and to promote good human relations
skills among trainees
aehaviour odelling To teach inter-personnel and cognitive skills
In-basket To promote situational judgement and social sensitivity
ausiness ames To develop smart thinking, uick reactions, initiative, organising and leadership skills
ensitivity Training To promote self awareness and its impact on others
onference To improve and expand knowledge, attitudes and develop interpersonal skills
Vecture To impart conceptual knowledge to a large audience within a short span of time.
c