Management Development
Chapter 13
Werner & DeSimone (2006) 1
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.”
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Management Development
Three main components or strategies
used to provide management
development:
Management education
Management training
On-the-job experiences
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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)
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Describing the Manager’s
Job – 2
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
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Describing the Manager’s
Job – 3
Roles approach:
Fayol’s observational approach
Planning, organizing, commanding,
coordinating, and controlling
Mintzberg’s managerial roles
Interpersonal
Informational
Decisional
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Describing the Manager’s
Job – 4
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
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Describing the Manager’s
Job – 5
Process models:
Four-dimensional model (Schoenfeldt
& Steger):
Six management functions
Four roles
Five relational targets
Various managerial styles
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Describing the Manager’s
Job – 6
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
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Mintzberg’s “Well-Rounded”
Model
By Permission of Publisher: Mitzberg (1994)
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Determining the Content of
Management Development
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.
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Determining the Content of
Management Development – 2
Issue: How does the increasingly global
economy impact management development?
1. Bartlett and Ghoshal propose four categories
or roles for managers:
Business manager
Country manager
Functional manager
Corporate manager
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Determining the Content of
Management Development – 3
Issue: Impact of the global economy.
2. Adler and Bartholomew propose seven
transnational skills or competencies:
Global perspective
Local responsiveness
Synergistic learning
Transition and adaptation
Cross-cultural interaction
Collaboration
Foreign experience
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Determining the Content of
Management Development – 4
Issue: Impact of the global economy.
3. 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
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Making Management
Development Strategic
Issue: How to insure that management
development is linked to the organization’s
goals and strategies.
1. 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
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Making Management
Development Strategic – 2
Issue: Linking to organizational strategies.
2. 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
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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
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Management Education – 2
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
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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
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Examples of Management
Development Approaches
Leadership Training
1. 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)
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Examples of Management
Development Approaches – 2
Leadership Training
2. Leaders developing leaders
Involvement of CEOs and other senior
managers in developing leaders within
their own organizations. Example: Intel
Effective leaders create engaging
personal stories to communicate their
vision for the future (Cohen & Tichy).
Werner & DeSimone (2006) 21
Examples of Management
Development Approaches – 3
Behavior Modeling Training
Typically includes five steps:
Modeling
Retention
Rehearsal
Feedback
Transfer of training
Demonstrated effectiveness for changing
learning, behavior, and results
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Designing Management
Development Programs
1. Management development must be
tied to the organization’s strategic
plan.
2. A thorough needs analysis is essential.
3. Specific objectives should be
established for each component.
4. Senior management involvement and
commitment in all phases is critical.
Werner & DeSimone (2006) 23
Designing Management
Development Programs – 2
5. A variety of developmental
opportunities should be used.
Formal (programs)
Informal (on the job)
6. Ensure that all participants are
motivated to participate.
7. The regular evaluation updating of
all programs is essential.
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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
Werner & DeSimone (2006) 25
