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Management development


An institution that cannot produce its own managers will die

Peter F Drucker

What is management development?

Is the process of a conscious and systematic improvement of managerial effectiveness within the organisation,to achieve organizational goals and strategies

Need for Management development programme

Skills of executives may become redundant without training and development Change in business environment
Conglomeration and integration Interpersonal skills

MDP Process
Desired output generated No action to Be taken Design an apt Management devt team

output No Problem exists how to overcome the problem?


Management skill Only need improvement

Either Or all

Both managerial Skills and organizational Which of the two Can be improved Elements need easily improvement Either managerial skill or organizational elements need improvement Organizational elements only need improvement

Restructure organization elements

Objectives of management development programs

To overhaul the management machinery To improve the performance To increase the morale To increase versatility

To keep abreast of the changes and development To create management succession To improve thought process and analytical ability To broaden outlook To understand the economical,social,political,technicaland conceptual issues

Organizing MDPs

Whos responsibility?
Ensuring the availability of suitable managers Promotion and succession planning Designing reward and appraisal system

Implementing MDPs
Needs analysis

Action learning
Real work projects Success of enterprise ROI Real action and change Commitment to action

Outdoor management development

Stakeholder model
Senior managers Colleagues Peers mentors

Personnel specialist Manager boss The individual

External bodies E.g.-Institute of mgt Govt agencies

Family, Friends etc..

Methods of management development

On the job methods Coaching Off the job methods

Job rotation Special projects& committee assignments

Special courses
Role playing Case study Conference Multiple management Management games Syndicate methods Sensitivity training Transactional analysis The fish bowl exercise Programmed instruction

Evaluation of MDP




Methods of evaluation In course and post-course questionnaires Attitude surveys and psychological tests before and after the event Appraisal systems Observations by trainers and others

Self reports and critical incident analysis

Contributions of MDP

Knowledge Skills Abilities Attitude and behavioral patterns Experiences

Prerequisites for effective MDP

Support of the organization's basic philosophy of management Commitment of the organization to their laid down objectives Adequate resources like time, money and manpower Collaboration and teamwork between time and staff management Effective communication

Needs for MDP

To increase knowledge and ability in his present position in order to improve current performance To increase overall knowledge To improve executive ability To develop executives personal characteristics, aptitude and attitudes

Measurement aspects

Learning aptitude Oral and written communication skills Human relations Awareness of social envt Self objectivity Resistance to stress Capacity for hard work Quality of decision making Analytical ability Organizing and planning ability Self objectivity

Change agent

A change agent is a person who leads a change project or business wide initiative by defining,researching,planning,buil ding business support and carefully selecting volunteers to be a part of a change team.

Trainer as a Change agent

Professional Ambiguous Insecure risky

Skills required for trainer and change agent

Trainer Training skills Modeling behavior General education theory Change agent Modeling of behavior Managerial skills Marketing skills Strategic planning skills Policy-making skills General education theory

Teaching strategies
Skills with internet tools for instruction Counseling skills

Change agent facilitates

Strategic planning Assessments Conflict resolution Process analysis and redesign Interpersonal communication HRM Restructuring High involvement work teams System design Training and devt TQM Continuous improvement

Team building Goal setting Group facilitation Leadership development Executive coaching Management devt Creative problem solving Succession planning

Analyzing and defining performance problems

Brain storming Storybook technique Nominal group technique Charting

Skills of an effective trainer

Communication skills Interpersonal skills Group process activity skills Performance feedback skills

Knowledge management

The synergies of organizational and personal practices that effectively tap into organize and utilize peoples competencies,experiences,expertise,skill s,talents,thoughts,ideas,intuitions,com mitments,innovations,practices and imaginations and which people integrate those as a part of the information resources of an organization to achieve goals

Knowledge management

Knowledge management is the process by which the organization generated wealth from its intellectual or knowledge based assets. Helps us to share ,learn and regenerate the new knowledge Shapes the organizational strategy and helps the firms in gaining competitive edge

objectives of Knowledge management

Ensure an effective and efficient development of new knowledge and improvement of existing knowledge Securing of knowledge Transfer of knowledge Up to date knowledge Apply knowledge in the best form at best location

Difficulties in Knowledge management

Lack of skills Whose responsibility Ownership of knowledge and reluctance to share Multilayered organization and lack of top managements support