Management Development

1. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 1 Management Development Chapter 11

2. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 2 True or False �Quiz� - 1 It is predicted that there will be fewer managers in the U.S. by 2010 than there are presently. Researchers have been able to describe the managerial job with a high degree of precision.

3. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 3 True or False �Quiz� - 2 The systems or HRD process model isn�t very helpful when it comes to management development. Management education is a small and decreasing proportion of all post-secondary educational opportunities that U.S. students are taking.

4. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 4 True or False �Quiz� - 3 Corporate universities are only popular among very large organizations. Behavior modeling training may work fine for entry-level training, but hasn�t been found to be very effective for management development efforts.

5. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 5 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.�

6. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 6 Management Development Three main components or strategies used to provide management development: Management education Management training On-the-job experiences

7. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 7 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)

8. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 8 Describing the Manager�s Job 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

9. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 9 Describing the Manager�s Job Roles approach: Fayol�s observational approach Planning, organizing, commanding, coordinating, and controlling Mintzberg�s managerial roles Interpersonal Informational Decisional

10. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 10 Describing the Manager�s Job 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

11. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 11 Describing the Manager�s Job Process models: Four-dimensional model (Schoenfeldt & Steger): Six management functions Four roles Five relational targets Various managerial styles

12. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 12 Describing the Manager�s Job 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

13. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 13 Determining the Content of Management Development - 1 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.

14. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 14 Determining the Content of Management Development - 2 Issue: How does the increasingly global economy impact management development? Bartlett and Ghoshal propose four categories or roles for managers: Business manager Country manager Functional manager Corporate manager

15. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 15 Determining the Content of Management Development - 2 Issue: Impact of the global economy. Adler and Bartholomew propose seven transnational skills or competencies: Global perspective Local responsiveness Synergistic learning Transition and adaptation Cross-cultural interaction Collaboration Foreign experience

16. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 16 Determining the Content of Management Development - 3 Issue: Impact of the global economy. 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.

17. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 17 Making Management Development Strategic - 1 Issue: How to insure that management development is linked to the organization�s goals and strategies. 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.

18. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 18 Making Management Development Strategic - 2 Issue: Linking to organizational strategies. 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

19. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 19 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

20. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 20 Management Education 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

21. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 21 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.

22. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 22 Examples of Management Development Approaches - 1 Leadership Training Leader Match Program (Fiedler) Self-administered workbook. Based on the Least Preferred Co-Worker (LPC) Scale. High LPC leader: stronger need for relationships. Low LPC leader: stronger need for task accomplishment.

23. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 23 Examples of Management Development Approaches - 2 Leadership Training 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).

24. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 24 Examples of Management Development Approaches - 3 Leadership Training Leaders developing leaders Involvement of CEOs and other senior managers in developing leaders within their own organizations. Example: Dell. Effective leaders create engaging personal stories to communicate their vision for the future (Cohen & Tichy).

25. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 25 Examples of Management Development Approaches - 4 Behavior Modeling Training Typically includes five steps: Modeling Retention Rehearsal Feedback Transfer of training Demonstrated effectiveness for changing learning, behavior, and results.

26. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 26 Designing Management Development Programs - 1 Management development must be tied to the organization�s strategic plan. A thorough needs analysis is essential. Specific objectives should be established for each component. Senior management involvement and commitment in all phases is critical.

27. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 27 Designing Management Development Programs - 2 A variety of developmental opportunities should be used. Formal (programs) Informal (on-the-job) Ensure that all participants are motivated to participate. The regular evaluation updating of all programs is essential.

28. 9/10/2012 DeSimone et al. (2002) HRD3e CH13 28 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