MANAGEMENT

DEVELOPMENT
Rimal Stanly 2nd Sem MBA
What is Management
Development?
 Management development is a
systematic process of growth and
development by which the managers
develop their abilities to manage. So it is
the result of not only participation in
formal courses of instruction but also of
actual job experience. It is concerned
with improving performance of the
managers by giving them opportunities
for growth and development.
Training & Development

 In today’s world, if
training and development
opportunities are not
made available to your
employees, you will lose
them.

Access to training and development has

become a fundamental expectation of today’s
workforce.
Training & Development

 Learning agility, the ability to

rapidly learn and acquire new
skills, then effectively apply
those skills in different
settings, is the hottest
commodity your employee can
offer you.
Training & Development

 Train for the current

role while developing
for the next.
 Use structured
mentorship programs
to ensure skill transfer
occurs.
 Develop, develop,
develop.
Need for Management
Development
 To improve the performance of the managers.
 To give specializes on overall view of the functions of the
organization and equip them to co-ordinate each other’s
efforts efficiently.
 To identify the persons with the required potential and
prepare them for senior positions.
 To keep the executives abreast with the changes and
developments in their respective fields.
 To improve thought process and analytical ability.
Need (contd…)
 To broaden the outlook of the executive
regarding his role position and
responsibilities.
 To understand the conceptual issues
relating to economic, social, and technical
areas.
 To understand the problems of human
relations and improve human relation skills.
 To stimulate creative thinking.
Methods of Management
Development
 There are two types of methods by which
managers can acquire the knowledge, skills,
and attitude and make themselves
competent managers.
On the Job Techniques
 On-the-Job training is of utmost
importance as the real learning takes
place only when the learner uses what
he has learnt.
 Various techniques are:
 Coaching
 Job rotation

 Under study

 Multiple Management
Coaching
 In coaching the trainee is placed under a particular
supervisor who acts as an instructor and teaches job
knowledge and skills to the trainee. He tells him what
he want him to do, how it can be done and follows up
while its being done and corrects errors.
 Apart from asking to do the routine work, may ask
him to tackle some complex problems by giving
them chance to participate in decision making.
 Limitation of this technique is that the individual
cannot develop much beyond the limits of his own
boss’s ability.
Job Rotation
 The transferring of executives from job to job and from
department to department in a systematic manner is
called Job rotation.
 This will give him the required diversified skills and
broader outlook, which are very important at the senior
management level.
 Job rotation increases inter departmental co-operation
and reduces the monotony of work.
 it does not allow an executive to confine themselves to
their specialized field only.
Under Study
 This method supplies the organization a person
with as much as competence as the superior to
fill his post which may fall vacant because of
promotion, retirement or transfer.
 Superior will teach him what all his job involves
and gives him a feel of what his job is.
 Decision making skills and Leadership skills can
also be taught by involving them in discussions of
daily operating problems and assigning him the
task of supervising two or three people.
Multiple Management
 Multiple management is a system in which
permanent advisory committees of
managers study the problems of the
company and make recommendations to
higher management. It is also called
Junior-board of Executive system.
 These committees discuss the actual
problems and different alternative
solutions after which the decisions are
taken.
Off the Job Techniques
 The Case Method
 Incident Method
 Role playing
 In the Basket Method
 Business Game
 Sensitivity Training
 Simulation
 Grid Training
 Conferences
 Lectures
The Case Study
 Cases are prepared on the basis of actual
business situations that happened in various
organizations. The trainees are given cases
for discussion and deciding upon the case.
Then they are asked to identify the apparent
and hidden problems for which they have to
suggest solutions.
 This exercise improves the participant’s
decision-making skills by sharpening their
analytical and judging abilities.
Incident Method
 Each employee in the training group is
asked to study the incident given and to
make short term decisions in the role of
a person who has to cope with the
incident in the actual situation.
 Later group disuses the incident and

decisions taken by each member.

 it is the combination of Case

method and In Basket method.

Role Playing
 A problem situation is stimulated by asking the
participants to assume the role of particular
person in the situation.
 Role playing helps the participants to understand
people better. This teaches Human relation
skills through actual practice.
 The role playing situations may be: grievance
discussion, employment interview, a sales
presentation etc.
In Basket Method
 The trainees are first given background
information about a company, its products,
key personnel etc.
 Trainee has to understand all this
information and prepare notes and memos
within a specified amount of time.
 It will develop skills like recall details,
establish priorities, scheduling meetings
with personnel involved and explaining
reasons for actions taken.
Business Games
 Under this method, the trainees are divided
into groups or teams. Each team has to
discuss and arrive at decisions concerning
such subjects as: Production, Pricing, Research
expenditure, Advertising etc.
 Other teams assume themselves as
competitors and react to the decision.
 It helps to give them the experience in co-
operative group process, quickness of
thinking, leadership qualities and the ability to
adopt under stress.
Sensitivity Training
 The main objective of this training is the
“development of awareness and
sensitivity behavioral pattern of oneself
and others.”
 It results in: increased openness with
others, greater concern for others,
increased tolerance for individual
differences, understanding of group
process, enhanced listening skills,
increased trust and support.
Simulation
 Under this technique the situation is duplicated in
such a way that it carries close resemblance to
the actual job situation.
 The trainee experiences a feeling that he is
actually encountering all those conditions.
 Then he has to assume a particular role in the
circumstances and solve the problems by making
decision.
 Limitation of this method is that it is very difficult
to duplicate the pressure and realities of actual
decision making job.
Managerial Grid
 It is a six phase programme lasting from
3 to 5 years. It starts with Upgrading
Managerial skills, continues to group
improvement, improves inter group
relations, goes into corporate planning,
develops implementation method and
ends with evaluation phase.
 The grid represent several possible
Leadership styles.
Conferences
 A conference is a meeting of several
people to discuss the subject of common
interest.
 Each member should build upon ideas
on other participants.
 This method is suited when a problem
has to be analyzed and examined from
different view points.
Lectures
 It is the simplest of all techniques. This is the best
technique to present and explain series of facts, concepts
and pronciples.
 The main uses of lectures in executive development are:
 It is direct and can be used for larger group of trainees
 It presents the overview and the scope of the subject clearly.

 It presents the principles, concepts, policies and experiences in

the shortest time. (time saving technique)
University related programs
 Many Companies and Universities offer
Web-based and Traditional Management
Development Seminars and conferences.
 In India IIM’s are conducting
Management Development programs,
Management can well utilize this.
 Eg: California State University allows HP
employees to take courses at their
facility.
 SENIOR MANAGEMENT
PROGRAM
(IIM CALCUTTA)
 When you become CEO, they're going to look to you
for all the answers. When to step forward, when to cut
back, where the business is going, and how to tackle
competition.

To help you know the answers to these and any other

questions, you should enrol at NIIT Imperia's Senior
Management Program from IIM Calcutta.
 Who will it benefit?
Senior and mid level managers with at least 10 years work
experience, functional managers moving into senior
general management roles OR senior managers looking for
a refresher course.
Why should you enrol for the program?
[Link] program focuses on both quantitative tools and
qualitative perspectives
[Link] approach, using case studies and live corporate
examples
[Link] certified from IIM Calcutta
[Link] classes at convenient timings on Saturday and
Sunday mornings
 What will you be able to do by the end of the program?
Understand decision making from a broader perspective
Develop into a strategic leader

When do classes begin?

They will commence on or after 23rd September, '09.

Last date for application:

21st August, '09.

Register for this course right now by giving us a few details

about yourself in the form on the right & have us contact you.

Program details >