Management Development

1
Management Development

• Chapter 11

2
True or False Quiz - 1

• It is predicted that there will be fewer managers
  in the U.S. by 2010 than there are presently.
• Researchers have been able to describe the
  managerial job with a high degree of precision.

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True or False Quiz - 2

• The systems or HRD process model isnt very
  helpful when it comes to management development.
• Management education is a small and decreasing
  proportion of all post-secondary educational
  opportunities that U.S. students are taking.

4
True or False Quiz - 3

• Corporate universities are only popular among
  very large organizations.
• Behavior modeling training may work fine for
  entry-level training, but hasnt been found to be
  very effective for management development efforts.

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Management Development

• Definition
• An organizations 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.

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Management Development

• Three main components or strategies used to
  provide management development
• Management education
• Management training
• On-the-job experiences

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Describing the Managers 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)

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Describing the Managers Job

• 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

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Describing the Managers Job

• Roles approach
• Fayols observational approach
• Planning, organizing, commanding, coordinating,
  and controlling
• Mintzbergs managerial roles
• Interpersonal
• Informational
• Decisional

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Describing the Managers Job

• 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

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Describing the Managers Job

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

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Describing the Managers Job

• 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

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Determining the Content of Management Development
- 1

• Issue How to determine the content of a
  management development/training program.
• What would be recommended, based on the HRD
  process Model?
• Begin with Needs Assessment
• Survey by Saari et al.
• Only 27 of organizations did any form of needs
  assessment before designing their management
  development programs.

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Determining the Content of Management Development
- 2

• Issue How does the increasingly global economy
  impact management development?
• Bartlett and Ghoshal propose four categories or
  roles for managers
• Business manager
• Country manager
• Functional manager
• Corporate manager

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Determining the Content of Management Development
- 2

• Issue Impact of the global economy.
• Adler and Bartholomew propose seven transnational
  skills or competencies
• 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
- 3

• Issue Impact of the global economy.
• 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.

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Making Management Development Strategic - 1

• Issue How to insure that management
  development is linked to the organizations goals
  and strategies.
• 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.
• 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

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Management Education

• Bachelors and Masters 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

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Management Education

• 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

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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
• On-the-job experiences
• Center for Creative Leadership research.
• Action learning a living case approach.

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Examples of Management Development Approaches - 1

• Leadership Training
• Leader Match Program (Fiedler)
• Self-administered workbook.
• Based on the Least Preferred Co-Worker (LPC)
  Scale.
• High LPC leader stronger need for relationships.
• Low LPC leader stronger need for task
  accomplishment.

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Examples of Management Development Approaches - 2

• Leadership Training
• 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).

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Examples of Management Development Approaches - 3

• Leadership Training
• Leaders developing leaders
• Involvement of CEOs and other senior managers in
  developing leaders within their own
  organizations. Example Dell.
• Effective leaders create engaging personal
  stories to communicate their vision for the
  future (Cohen Tichy).

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Examples of Management Development Approaches - 4

• Behavior Modeling Training
• Typically includes five steps
• Modeling
• 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
  organizations strategic plan.
• A thorough needs analysis is essential.
• Specific objectives should be established for
  each component.
• Senior management involvement and commitment in
  all phases is critical.

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Designing Management Development Programs - 2

• A variety of developmental opportunities should
  be used.
• Formal (programs)
• Informal (on-the-job)
• Ensure that all participants are motivated to
  participate.
• The regular evaluation updating of all programs
  is essential.

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Summary

• An enormous amount of time and money are spent on
  management development efforts.
• Not enough of this is truly strategic.
• Success is most likely when there is an
  appropriate combination of
• Management education
• Management training
• On-the-job experiences