Management Development

HRD

Lecture Outline
1
2

Managerial Obsolescence
Job Hooping Management Development Development of Competencies IC Model Designing MD Programs

3
4 5 6

Managerial Obsolescence
i. It means managers are not updating

ii. It is the reduction of managers competency iii. It is mainly due to lack of new work processes, new knowledge and technology

iv. Then Managers' skills are outdated

Normally organizations think technical changes are rapidly happen, so that only technical people are outdated.

Managerial Obsolescence
But now we believe, any one can outdated, even the administrative staff. Solutions for Obsolescence 1. Establish a learning culture to encourage continuous learning 2. Remove career platue

3. Provide rewards for updating employees' knowledge

Job Hooping
i. Some employees change their jobs frequently as a
practice within a shorter period of time. ii. Frequently they move to different jobs. Reasons for Hooping 1. Intension of getting higher financial rewards 2. Organizational culture dose not match with

employee's values 3. Due to career platue

Management Development

Management Development
1. Managers
decisions. 2. Most of the organizations believe that managers are the most important element to achieve organizational goals.

are

the

people

who

take

strategic

3. Organizations should have an adaptive, quality,

flexible and skillful management team. 4. Thus Organizations must develop managers; as leaders by giving competencies.

Management Development
Management Development is the organization's
conscious effort to provide its managers with opportunities to learn, grow and change to

produce a cadre of managers with skills

necessary to function.

Most of the management capabilities can be

learnt not born by birth of the manager

Management Development
1. It includes giving opportunities for managers to
grow, learn or to change. 2. This should be a part of the organization. 3. It is a conscious effort. 4. Long term orientation 5. This may not happen after having one or two programs. Management Development is not a one shot effort

Management Development
Management Development should link with the

organizational strategy. Otherwise it will not be a sound investment.

organization

should

give

critical

and

contributable

competencies

to

managers

to

execute organizational strategy. Strategy says how to achieve goals of the organization.

Management Development

Business Environment

Business Strategy

Management Development Program

Management Development Strategy

Management Development
Management Education Competences in Management Development On the Job Experiences Management Training

Management Education
1. Providing broad range of conceptual knowledge and

skills as class room lectures.

2. Managers can obtain knowledge by enrolling;
Bachelor Degrees Master Degrees Diplomas (Advanced Diplomas, Postgraduate diplomas)

3. Educational loans, Reimbursement,

Sponsorships are provided by the organization to facilitate learning

Management Training
Providing knowledge and skills immediately apply for the Present job This can be local or foreign It is tailor made Such programs are designed in house or externally

On the Job Experiences

These are planned or unplanned opportunities to managers to gain self knowledge, abilities or enhance or obtain information from day to day activities in the context.

What really managers do?

HRD professionals should recognize what managers do and what competencies they want, before design

the MD program.
We can use three basic approaches to recognize

managers job.
Job as it is typically performed Using roles that managers play Process model

Managers Job as it is
This can be done by observing the tasks performed by managers and seeing common characteristics and grouping them in a meaningful way. Such common characteristics are; Long hours of job High activity levels Fragmented works many contacts

Information gathering

Using roles that managers play

Previous approach does not explain how to develop

managers. Thus, management roles are used to identify

managers job under two categories.

1. Observational Approach
2. Empirical Approach

Observational approach
According to Henry Fayol managers do,

1. Planning
2. Organizing 3. Commanding 4. Coordinating 5. Controlling

Observational approach
According to Mintzburg 3 categories of roles and required skills are;

1. Informational Roles
Monitor, Disseminator, Spokesperson

2. Interpersonal Roles
Figurehead, Leader, Liaison 3. Decisional Roles Negotiator, Disturbance Handler, Resource Allocator.

Empirical Approach
Using management position description questions it can be analyzed what managers really do. These two approaches also say what managers do instead of what skills required and how to develop managers.

Process Model / IC Model

This is the most popular method Concern on managers competencies and levels that contributed to develop managers rather than saying what they are doing. This explains 21 competencies and they are

categorized in to 6 categories.

HRM, Leadership, Goal and action management,

Directing Subordinates, Focus on others ,Specialized Knowledge

Features of a good MD Program

1. Opportunitism Provide opportunities for

managers to grow and learn

2. Individualism Individual attributes must be considered 3. Long term Perspective not a one shot effort, but a continuous program

4. Encouragement of self motivation

5. Centre to learn

Designing MD Programs - Issues

1. It should link with organizational strategic plan 2. Required a heavy need analysis (what managers do and what skills needed) 3. Objectives of the program should link with overall

plan
4. Involvement of senior management is critical 5. variety of opportunities

6. Actions must be taken to evaluate the program

7. Ensure individuals are motivated to absorb the program

Seven Competencies ..
Technical Human Relation

Conceptual
Seven Competencies Intelligence Personality

Individual Character
Personal Management Competencies

Technical Competencies
This is the ability to use tools, techniques and methods to perform a task or an activity.

It involves once ability to develop or prepare

appropriate policies, procedures, rules and

budgets in a specialized field.

Human Relation Competencies

This is your ability to work with people well. In other words this is the ability of understanding and dealing with people without creating disorders, conflicts and confusions.

Conceptual Competencies
1. This is the ability to understand the organization as a
total entity.

2. It is your capacity of defining problems, imagining,

analyzing, theorizing, planning and organizing.

Mental Reasoning Competencies

1. This is the mental ability of general reasoning. 2. It is your ability to reason mentally and solve problems.

Personality
1. This includes your talk, your physical appearance,
your walk and other unique features

2. This is about values, preferences, likes and dislikes

of a person.

Individual Character
This is the aggregate of all of the relatively
persistent moral qualities person has that

combines to form his or her real nature.

Personal Management Competencies

1. Ethical Thinking 2. Positive Thinking 3. Continuous Learning

4. Balancing Family Life and Work Life

5. Time Management

6. Career Management
7. Stress Management

Competency
Competencies are demonstrable characteristics of a person that enable performance of a job. Individual Character can be perceived as the

foundation for all other competencies

as human assets.

Building Competencies
How to build the competencies? In order to build the

competencies one has to acquire knowledge, attitudes

and skills with regard to above mentioned areas. Knowledge is for getting information, knowing and understanding. Attitude is for believing, feeling positively and tending to behave positively. Skill is for doing actually.

Sources of Learning
Basically there are two sources of learning.
1. Genetics or Heredity It is possible that special qualities and abilities are passed from one generation to another by means of genes. 2. Environment Education, Training, Experience.

Moderators
Performance is a function of ability and motivation.
There is a positive relationship between above mentioned seven competencies and success of a person. however this positive relationship will only be true

when the person has motivation. Thus, motivation

can be regarded as the moderator. Motivation refers as the degree of willingness to exert effort to perform something successfully.

Approach for Building Competencies

1. Firstly you should do an evaluation with regard to
your performance. 2. Secondly you should do a gap analysis (GA) in

order to identify your weaknesses for improvements.

3. Thirdly you should do learning with regard to identified weaknesses for improvements. 4. Fourthly you should do a review regarding your progress of building COBs under the relevant competencies.

Approach for Building Competencies

Heredity

Human Assets Technical

Human Relations
Learning Conceptual Success

Intelligence
Environment

Personality

Character
Personal Mgt

Motivation

Thank You!