Definitions:
„The continous process of developing managers’ knowledge, skills and
attitudes through instruction, demonstration and planned experience to
meet the present and future needs of the business.”
(Tom Roberts 1974)
„An attempt to improve managerial effectiveness through a planned
deliberate learning process.”
(Training Services Agency 1977)
„An attempt to improve managerial effectiveness through a learning
process.”
(Alan Mumford 1989)
Management development
An integral part of the process of Organisation Development
Prerequisite
Effective manpower planning coupled with procedures for recruitment and selection
Programmes of management development
Culture and organisational
requirements
Demands of particular
managerial jobs
 Framework of a clear policy
Succession planning and career progression
Performance
review
Training
and
learning
Selfdevelopment
Motivation
and
rewards
Improvement in organisational effectiveness
An outline of the management development process
Five basics principles for successful
management development I.
1.
Management Development is essentially providing
opportunities for managers to develop themselves.
/’All development is self development’ P Drucker/
2.
All development and training needs should be geared
to the needs of the individual and to the needs of the
company.
(Manager Development and Management Development)
Five basic principles for successful
management development II.
3.
The process of managerial development can only take
place if the climate of the organisation is favorable.
(Top management commitment plus a climate of trust)
4.
The most powerful influence in the development of a
manager is the manager’s boss.
5.
Management development is a long range process
and it is unrealistic to expect quick results.
Management development: Levers of success

Clear appropriate job objectives

Effective selection for the job

Driven by business opportunities/ problems

Ownership shared / - hierarchically, - by individual self-development,
- by personnel/

Shared diagnosis / - of individual needs, - of group needs/

Development activities are / - appropriate to need, - appropriate to
individual, - based on management reality/

Development processes are linked

Learning processes are identified and worked on

Outputs are identified and measured
Management development: Causes of failure

Purposes (- unclear, - unsupported by managers)

Poor diagnosis of culture and business requirements

Poor analysis o individual needs

Development processes (- unconvincing to managers, inappropriate to need, - unreal, - unacceptabe to individual)

Overemphasis on (- formal, - general, - off the job, - future
‘succession planning’, - mechanics, - one off experiences)

Flavour of the month

Owned by personnel
What affects the choice?
Contingency factors affecting choice of development
Approaches will include:
Size of organisation
Market pressures
Money
and resources available
Culture/
managerial values
Management
Support
style
from the top
Stage
in career
Individual needs/

managers
Calibre
of managers
Skills
in coaching/ appraising/
delegating/ counselling etc
Technology
Union
Product/
Learning

service and product
life cycles
Organisation
plans
motivation of
invlolvement
theory
Economic
climate
1)
2)
3)
Mumford’s questions
Look back over your managerial career and identify:

Your two most significant learning experiences

Your two least significant learning experiences
Look back at your life and pick out tha major events in it which
helped make you the person you are.
Assess each event by defining:

Your feelings about it then/now

What you think you learned from the experience at the time

Wheather you have learnt something new or different by
looking back at it now.
How far have the best and worst experiences been planned/
formal/ structured as compared with informal experiences?
Career management
Definition:
Career management plans and shapes the progression of individuals
within an organization in accordance with assessments of
organizational needs and the performance, potential and preferences
of individual members of the enterprise.
Overall aims of the career management:
 to ensure that the organization’s needs for management
succession are satisfied
 to provide men and women of promise with a sequence of training
and experience that will equip them for whatever level of
responsibility they have the ability to reach
 to give individuals with potential the guidance and encouragement
they need if they are to fulfil their potential and achieve a
successful career with the organization in tune with their talents
and aspirations.
Career management process
P
E
Midcareer
Late career
Decline
Establishment
Exploration
R
F
O
R
M
A
N
C
E
20
25
30
35
40
45
50
Approximate age
55
60
65
70
Career management process
1)
Exploration: individuals make critical choices about their career.
2)
Establishment: search for work, getting the first job, learning on
the job, gaining evidence of the success or failure.
3)
Midcareer: improvements in performance or begin to deteriorate.
4)
Late career: for those who continue to growth through midcareer
stage is a pleasant time, for those who have stagnated means they
are locked into their current job.
5)
Decline: the final stage is difficult for everyone.
Keys to successful management career

Do good work

Present the right time

Learn the power structure

Gain control of organizational resources

Stay visible

Stay mobile

Find a mentor

Support your boss
The integrating approach to management
development

The reality of management – the approach to management
development should avoid making simplimistic assumptions on what
managers need to know or do.

Relevance – management development processes must be related
to the needs of particular managers in specific job.

Self-development – managers need to be encouraged to develop
themselves and helped to dod so.

Experimental learning – the principal method by which managers
can be equipped is by providing them with the right variety of
experience.

Formal training - courses can supplement bit can never replace
experience.
Mumford’s virtuous learning circle
Effectiveness/ reality/
problem centred/ focus
Enthusiasm for
further learning
Rewards for
application
Perceived relevance
Immediate application /
solution centred
Mumfords vicious learning sequence
Generalised knowledge / skills / theory
Poor transfer to own situation
Difficulties in application
Absence of rewards for learning processes
Full stop
Career management policies
MAKE OR BUY DECISIONS
Makes and grows its own managers (a promotion from within policy)
Recruits and bus-in deliberately from outside (bringing ‘fresh blood’ into
the organization)
SHORT TERM OR LONG TERM POLICIES
Short term need (here and now)
Long term plans
Long term flexibility
SPECIALISTS OR GENERALISTS
Developing better and better specialists
Developing appropriate number of generalists who are capable of
exercising effectively all possible managerial functions
DEALING WITH THE „PLATEAUED” MANAGEMENT
Contented maturity
Discontented maturity
Thwarted rising sun
Approaches to management development
FORMAL APPROACH
INFORMAL APPROACH
Develop on the job through coaching,
councelling, monitoring and feedback
by managers.
Emphasizing self-assessment and the
identification of development needs by
getting managers to assess their own
performance against agreed
objectives.
Development through work
experience, which includes job
rotating, job enrargement and taking
part in project teams or task groups.
Getting managers to produce their
own development plans.
Formal training by means of internal
or external courses.
Encouraging managers to discuss
their own problems and opportunities
with their bosses or colleagues.
Structured self-development by
following self-development
programmes agreed with the
management.