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Werner & DeSimone (2006) 1

Management Development

Chapter 13

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Definition:

An organizations conscious effort toprovide its managers (and potentialmanagers) with opportunities to learn,grow, and change, in hopes of

producing over the long term a cadre of managers with the skills necessary tofunction effectively in that organization.

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Three main components or strategiesused to provide management development:

Management education

Management trainingOn-the-job experiences

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Describing the Managers Job

Several approaches have been used tounderstand the job of managing:

Characteristics approachManagerial roles approach

Process models Integrated competency model Four-dimensional model

Holistic approach (Mintzberg)

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Describing the ManagersJob 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

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Roles approach:

Fayols observational approach Planning, organizing, commanding,

coordinating, and controlling

Mintzbergs managerial roles

Interpersonal Informational

Decisional

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Process models:

Integrated competency model (Boyatzis) Competencies skills or personal characteristics

that contribute to effective performance. Theseinclude:

Human resource management

Leadership

Goal and action management 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

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 roundedmodel 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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Mintzbergs Well-RoundedModel

By Permission of Publisher: Mitzberg (1994)

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Determining the Content of Management Development

Issue: How to determine the content of amanagement development/training program.

What would be recommended, based on theHRD 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 globaleconomy impact management development?

1. Bartlett and Ghoshal propose four categoriesor roles for managers:

Business manager

Country manager Functional manager

Corporate manager

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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

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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, businessknowledge, 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 organizations

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

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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 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 2

Although very popular, there are manychallenges 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 andExperiences

Company-designed courses e.g., General Electric

Company academies, colleges, andcorporate 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

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, andarticulating for the followers the ways toattain 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 seniormanagers in developing leaders withintheir own organizations. Example: Intel

Effective leaders create engagingpersonal stories to communicate theirvision for the future (Cohen & Tichy).

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Examples of Management Development Approaches 3

Behavior Modeling TrainingTypically includes five steps:

Modeling Retention

Rehearsal

Feedback

Transfer of trainingDemonstrated effectiveness for changinglearning, behavior, and results

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Designing Management Development Programs

1. Management development must betied to the organizations strategic

plan.2. A thorough needs analysis is essential.

3. Specific objectives should be

established for each component.4. Senior management involvement andcommitment in all phases is critical.

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Designing Management Development Programs 2

5. A variety of developmentalopportunities should be used.

Formal (programs) Informal (on the job)

6. Ensure that all participants aremotivated to participate.

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

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Summary

An enormous amount of time and moneyare spent on management development

efforts Not enough of this is truly strategic

Success is most likely when there is anappropriate combination of:

Management education Management training

On-the-job experiences

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