Dr.

Ohnmar Myint/MD, engagement

Management Development

1. Debate the value and benefits of management development programmes, bearing in

mind their costs
2. Discuss the benefits of management (talent) development programmes. Are they cost
effective and efficient?
Management
– The process of getting things done, effectively and efficiently, through and with other
people
– management is the attainment of organizational goals in an effective and efficient
manner through planning, organizing, leading and controlling organizational
resources. (Richard L Daft)

Functions of Management
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Henry Fayol (1846 -1924)

Forecasting Planning Planning
Planning Organizing Organizing

Organizing Directing Staffing

Coordinating Controlling Leading

Commanding Controlling

Controlling

Managerial Roles
1. Interpersonal Roles
• Figurehead
• Liaison
• Leader
2. Informational Roles
• Monitor
• Disseminator
• spokesperson
3. Decision making roles
• Resource allocation
• Crisis management
• Negotiation
• Entrepreneur
Managerial Skills

V. MANAGERIAL SKILL &

MANAGERIAL COMPETENCIES

Skills of Successful
Managers

Conceptual Interpersonal Technical Political

Skills skills Skills Skills

Dr. Ohnmar Myint 73

Robert Katz
a) Conceptual skills:. mental ability to analyze & diagnose complex situations

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b) Interpersonal skills: ability to work with, understand, mentor, and motivate other
people, both individually and in groups.
c) Technical skills: abilities to use the tools, procedures, and techniques of a specialized
field.
d) Political skills: ability to build a power base and establish the right connections.

 Competency – a combination of knowledge, skills, behaviors, and attitudes that

contribute to personal effectiveness
Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions and various types of organizations

General Managerial Competencies

 Technical skills  Customer focus
 Results orientation  Creativity
 Business awareness  Self-confidence and
 Managing resources, people, programmes and assertiveness
projects  Self-development
 Decision-making  Team orientation
 Communication skills  Leadership and motivation
 People management  Change-orientation
 Problem-solving Planning and organizing  Developing others
 Information management  Influence and persuasion
 Quality focus  Initiative
 Strategic orientation  Interpersonal skills
 Flexibility

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Competencies for future

1. Six functions—forecasting and planning, training and development, persuasive
communication, influence and control, expertise/functional area, and administration
2. Four roles—innovator, evaluator, motivator, director
3. Five (relational) targets—peers, subordinates, superiors, external, and self
4. An unspecified number of managerial styles (attributes that describe the image and
approach of the manager)—examples include objectivity, personal impact, leadership,
energy level, and risk taking

Allred and colleagues conclude that five categories of KSAOs will be important for
managerial careers in this new century:
1. a knowledge-based technical specialty,
2. cross-functional and international experience,
3. Collaborative leadership,
4. Self-management skills, and
5. Personal traits, including integrity, trustworthiness, and flexibility.

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Types of competencies
1. Behavioural competencies: team-working; communication; leadership and decision-
making
2. Technical competencies: having knowledge and skills to carry out their roles
effectively. Roles can be either group roles or individual roles. It is also known as
hard skills
3. NVQ/SNVQ competencies (national vocational qualifications and Scottish national
vocational qualifications)
Competencies headings
1. Team orientation 8. Leadership 17. Creativity
2. Communication 9. Business awareness 18. Information management
3. People management 10. Decision-making 19. Quality focus
4. Customer focus 11. Change-orientation 20. Self-confidence and
5. Results orientation 12. Developing others assertiveness
6. Problem-solving 13. Influence and persuasion 21. Self-development
Planning and 14. Initiative 22. Managing resources, people,
organizing 15. Interpersonal skills programmes and projects
7. Technical skills 16. Strategic orientation

The needs of Management skills (Tamkin et al, 2003)

1. To empower and develop people
2. To manage people and performance
3. To Work across boundaries and engaging with others (team work)
4. To Develop relationships and a focus on the customer, building partnerships both
internal and external customers
5. To Balance technical and generic skills
The aims/benefits of Management Development
1. To ensure that managers understand what is expected of them
2. To ensure that managers agree with the measurement of their performance and then
compare it with expected performance
3. To improve the performance of managers in their present roles as a means of
preparing them for greater responsibilities
4. To identify managers with potential, encouraging them to prepare and implement
personal development plans and ensuring that they receive the required development,
training, and experience to equip them for more demanding responsibilities within
their own locations and elsewhere in the organization.
5. To provide for management succession, creating a system to keep this under review.
Managerial competences of modern managers (IDS study)

1. Challenging everything with why, and appearing at times confrontational

2. Wanting to change things
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3. Learning quickly and with impatience

4. Exhibiting creativity and innovation
5. Focusing concern for future rather than the past
6. Enthusing about the big picture and outcomes
7. Demonstrating courage, and ability to move out of comfort zone
8. Showing special insight and ability to solve complex problems
9. Tending to clash with, irritate and annoy traditional high achievers.
Management Development
Management development is 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.
Management development is an attempt to improve managerial effectiveness through a
learning process (Mumford and Gold, 2004)
Management development is any attempt to improve current or future management
performance by imparting knowledge, changing attitudes, or increasing skills.
Management development processes may be anticipatory, reactive, or motivational.
Management development is needed because line managers need a wider range of skills to
tackle the increasingly onerous demands.

Seibert, Hall, and Kram suggest that three desired linkages should exist between an
organization’s strategy and its management development activities:
1. the link between the business environment and business strategy,
2. the link between business strategy and the organization’s management development
strategy, and
3. the link between the management development strategy and management
development activities.
Components of MD
1. Management Education: “the acquisition of a broad range of conceptual
knowledge and skills in formal classroom situations in degree-granting institutions.”
2. Management training focuses more on providing specific skills or knowledge that
can be immediately applied within an organization and/or to a specific position or set
of positions within an organization (e.g., middle managers).
Two common training programs: leadership training and behavior modeling
training.
Two approaches to leadership development are transformational leadership, and
leaders developing leaders.
Behavior modeling training involves learning by observing a model perform the
behavior in question. Trainees are usually shown a videotape of a model performing
the behavior. They discuss the components of the behavior, practice the behavior by
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role playing, and receive constructive feedback on their performance. This form of
training has been shown to be effective for both motor and interpersonal skills.
3. On-the-job experiences are planned or unplanned opportunities for a manager to
gain self-knowledge, enhance existing skills and abilities, or obtain new skills or
information within the context of dayto-day activities (e.g., mentoring, coaching, and
assignment to a task force).
Succession planning and process
It is a process through which senior-level openings are planned for and eventually filled.
• Anticipate management needs
• Review firm’s management skills inventory
• Create replacement charts
• Begin management development
Managerial on-the-Job Training
 Job rotation
– Moving a trainee from department to department to broaden his or her
experience and identify strong and weak points.
 Coaching/Understudy approach
– The trainee works directly with a senior manager or with the person he or she
is to replace; the latter is responsible for the trainee’s coaching.
 Action learning
− Management trainees are allowed to work full-time analyzing and solving
problems in other departments.
Off-the-Job Management Training and Development Techniques
 Case study method
– Managers are presented with a description of an organizational problem to
diagnose and solve.
 Management game
– Teams of managers compete by making computerized decisions regarding
realistic but simulated situations.
 Outside seminars
– Many companies and universities offer Web-based and traditional
management development seminars and conferences.
 Role playing
– Creating a realistic situation in which trainees assume the roles of persons in
that situation.
 Behavior modeling
– Modeling: showing trainees the right (or “model”) way of doing something.
– Role playing: having trainees practice that way
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– Social reinforcement: giving feedback on the trainees’ performance.

– Transfer of learning: Encouraging trainees apply their skills on the job.
 Corporate universities
– Provides a means for conveniently coordinating all the company’s training
efforts and delivering Web-based modules that cover topics from strategic
management to mentoring.
 In-house development centers
– A company-based method for exposing prospective managers to realistic
exercises to develop improved management skills.
 Executive coaches
– An outside consultant who questions the executive’s boss, peers, subordinates,
and (sometimes) family in order to identify the executive’s strengths and
weaknesses.
– Counsels the executive so he or she can capitalize on those strengths and
overcome the weaknesses.

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