Management Development

Chapter 13

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Management Development

Definition:
“An organization’s 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 Manager’s 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 Manager’s
Job – 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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Describing the Manager’s
Job – 3
Roles approach:
Fayol’s observational approach
 Planning, organizing, commanding,
coordinating, and controlling
Mintzberg’s managerial roles
 Interpersonal
 Informational
 Decisional

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Describing the Manager’s
Job – 4
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 Manager’s
Job – 5

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

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Describing the Manager’s
Job – 6
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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 Mintzberg’s “Well-Rounded”
Model

By Permission of Publisher: Mitzberg (1994)

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Determining the Content of
Management Development
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?
1. 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 – 3
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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Determining the Content of
Management Development – 4
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, 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
Issue: How to insure that management
development is linked to the organization’s
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
Bachelor’s and master’s 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 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
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, and
articulating for the followers the ways to
attain 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 senior
managers in developing leaders within
their own organizations. Example: Intel
 Effective leaders create engaging
personal stories to communicate their
vision for the future (Cohen & Tichy).

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Examples of Management
Development Approaches – 3
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 organization’s strategic
plan.
2. A thorough needs analysis is essential.
3. Specific objectives should be
established for each component.
4. Senior management involvement and
commitment in all phases is critical.

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Designing Management
Development Programs – 2
5. A variety of developmental
opportunities should be used.
 Formal (programs)
 Informal (on the job)
6. Ensure that all participants are
motivated to participate.
7. 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

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