Effective Training: Strategies, Systems and Practices, 3rd Edition

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Effective Training Strategies, Systems and
Practices, 3rd Edition

• P. Nick Blanchard and James W. Thacker
• Management Development
• Chapter Eleven

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Management Development

• An organizations conscious effort to provide its
  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 in that organization as part of a
  strategy to meet business needs.

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Components of Management Development

• Management education
• Management training specific skills
• On-the-job experiences

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Management Roles and Competencies

• Difficulty in describing what managers do and how
  they develop varies by level and function,
  changes over time
• Characteristics approach
• Long hours of work, high activity levels,
  fragmented work, varied activities, primarily
  oral communication (often lateral), many
  contacts, information gathering not reflective
  planners

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Mintzbergs Managerial Roles
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Description of Managerial Roles Part 1 of 3
Roles Activities
Interpersonal
Figurehead Meeting the routine, obligatory, social and legal duties required of the head of a unit. Examples attendance at social functions, meeting with politicians, buyers, or suppliers
Leader Maintaining, developing, and motivating the human resources necessary to meet the needs of the unit
Liaison Developing and maintaining a network of individuals outside the unit in order to acquire information and action of benefit to the unit
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Description of Managerial Roles Part 2 of 3
Informational
Monitor Searching for and acquiring information about the unit and its environment so that the manager becomes an information center for the unit and the organization. Derives from liaison and leader roles
Disseminator Distributing selected information to others within the unit or organization, some of which has been transformed through integration with other information
Spokesperson Distributing selected information to others outside the unit regarding plans, values, activities, etc. of the unit and conveying the appropriate image of the unit
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Description of Managerial Roles Part 3 of 3
Roles Activities
Decisional
Entrepreneur Proactively developing and adjusting the unit to take advantage of existing opportunities or meet anticipated threats in the environment. Actions are based on information gathered in the monitor role
Disturbance handler Reacting to meet the immediate demands of the unit. Examples of demands a wildcat strike, loss of a major customer
Resource allocator Evaluating and choosing among proposals integrating and authorizing activities and resource utilization
Negotiator Bargaining to acquire the resources to meet the needs of the unit and organization
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Strategy, Technology, and Structure Integration
Market Leader Cost Leader
Technology Non Routine Routine
Structure- Design Organic Mechanistic
Structure- Decision Making Decentralized Centralized
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Management Characteristics

• Conceptual analyze and diagnose complex
  situations and make correct decisions.
• Technical carry out operations of a particular
  functional area
• Interpersonal work with, understand and
  motivate others
• Personal traits qualities of manager
  achievement, autonomy, power, drive, leadership
  motivation

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Managerial Roles and Associated Management
Characteristics Part 1 of 2
Knowledge and Skills Knowledge and Skills Knowledge and Skills Knowledge and Skills Traits
Managerial Role Conceptual Technical Interpersonal Personal
Interpersonal
Figurehead Yes Yes
Leader Yes Yes Yes
Liaison Yes Yes Yes
Informational
Monitor Yes Yes Yes
Disseminator Yes Yes Yes
Spokesperson Yes Yes Yes
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Managerial Roles and Associated Management
Characteristics Part 2 of 2
Knowledge and Skills Knowledge and Skills Knowledge and Skills Knowledge and Skills Traits
Managerial Role Conceptual Technical Interpersonal Personal
Decisional
Entrepreneur Yes Yes Yes Yes
Disturbance handler Yes Yes Yes Yes
Resource allocator Yes Yes Yes Yes
Negotiator Yes Yes Yes
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StrategyManagerial Characteristics Integration
Part 1 of 3
Management Market Leader Market Leader Cost Leader
Skills Skills Skills Skills
Technical Technical More sophisticated and nonroutine Less sophisticated and routine
Interpersonal Interpersonal Higher Lower
Conceptual Conceptual Higher Lower
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StrategyManagerial Characteristics Integration
Part 2 of 3
Management Market Leader Cost Leader
Skills Skills Skills
Drive High High
Flexibility Higher Lower
Leader motive High High
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StrategyManagerial Characteristics Integration
Part 3 of 3
Management Market Leader Cost Leader
Skills Skills Skills
Participative Higher Lower
Supportive No difference No difference
Achieve-ment Higher Lower
Directive Lower Higher
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Implementing Management Development Programs

• Develop whole person, so he/she can manage
  effectively within context
• Include ongoing activities providing
  opportunities to reinforce and refine what has
  been learned on the job
• Recognize values, knowledge, experiences of
  participants

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Implementing Programs (continued)

• Recognize interrelationships between components
  and provide integration
• Consider what person brings to job of managing
  when dealing with learning and transfer issues
• Include recognition of these issues when
  conducting needs assessment and evaluation
  activities

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Management Education

• Business degrees
• Executive education
• Certification programs
• Professional organizations

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Management Training and Experiences

• Company designed tailored
• Company academies and colleges
• On-the-job experiences
• Opportunism
• Individualism
• Long-term perspective
• Encouragement of self-motivation
• On-line approach

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Designing Management Development Programs

• Tie to organizations strategy
• Conduct a thorough needs analysis
• Have specific objectives
• Commitment of senior management
• Variety of opportunities
• Motivation to participate
• Evaluate/modify and update