management development. starter who are managers ? how do individuals become managers ? where do...

Management Development

Starter

• Who are managers ?• How do individuals become managers ?• Where do organisations get managers?

The need to develop Managers

• Organisations that fail to invest in developing new managers are very unlikely to – Exploit future opportunities – Adapt successfully in the face of major changes – Develop new markets and products – Retain and motivate employees – Create and sustain an effective management team– Survive and prosper

7-4

Management Development• A conscious and systematic process to control the

development of managerial resources in the organization for the achievement of goals and strategies

• All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions

• Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment

• First-line supervisors, middle managers, and executives may all participate in management development programs

Approaches to Management Development

“Informal Managerial”-accidental approachCharacteristics • Occurs within manager’s

activities • Explicit intention is task

performance • No clear development

objectives • Unstructured development

terms • Not planned in advance owned

by managers

• Development Consequences

• Learning is real, direct , unconscious, insufficient

Approaches to Management Development

‘Integrated Managerial’-opportunistic process Characteristics • Occurs within managerial

activities • Explicit intention is both

task performance and development

• Clear development objectives

• Structured for development by boss and subordinate

• Planned before hand and /or reviewed subsequently as learning experiences

• Owned by managersDevelopment Consequences • Learning is real , direct ,

conscious and more substantial

Approaches to Management Development

“Formalized Development”-Planned processCharacteristics • often away from normal

managerial activities • Explicit intention is

development • Clear development

objectives • Structured for development

by developers

• Planned before hand or reviewed subsequently as learning experiences

• Owned more by developers than managers

Consequences • Learning may be real

(through a job) or detached ( through a course)

• Is more likely to be conscious , relatively infrequent

Methods of Management Develoment

8-9

Coaching and Mentoring

• Coaching is an interactive process through which managers and supervisors aims to close performance gaps, teach skills, impart knowledge and inculcate values and desirable behaviors

• Coaching is about performance improvement, usually short term, and focuses on a specific skill or ability

• Mentoring is a longer-term relationship that involves a more senior employee teaching and nurturing a junior employee

What is coaching ?

• Coaching is – Is an opportunity to contribute to another person’s

development – The means for learning and development – Guiding someone towards his or her goals– Its mutual sharing of experiences and opinions to create

agreed upon outcomes • Coaching is not

– An opportunity to control someone’s behavior or actions – Directing someone to take actions to meet goals – Being the expert or supervisor with all answers

Purpose of Coaching

• The main purpose of coaching is to enable an individual improve his/ her performance

• Coaching helps to :– Maximize individual strength ( e.g. building on analytical skills)– Overcome personal obstacles (e.g.. Addressing fear of public

speaking )– Reach their full potential through continuous learning – Achieve more skills and competencies to become more

effective – Prepare themselves for new responsibilities – Manage themselves – Clarify work and performance goals

Purpose of Coaching

• Good coaching can – Produce better performance – Greater job satisfaction – Improve working relationship with subordinates – Make managers’ job much easier

The Four Steps approach to Coaching

1. Observation 2. Discussion and agreement 3. Active coaching 4. Follow up

The Four Steps approach to Coaching Stage 1. Observation

• At the stage the performance gaps of coached are identified or an opportunity to improve is identified

• This can be done without engaging a subordinate

Mentoring

• A mentor is an individual with expertise who can help develop the career of a mentee.

• A mentor has two primary functions for the mentee.• The career related function establishes the mentor as a

coach who provides advice to enhance the mentee’s professional performance and development.

• The psychosocial function establishes the mentor as a role model and support system for the mentee.

• Both functions provide explicit and implicit lessons related to professional development as well as general work–life balance

Mentoring how it differ from coaching

• Mentoring relationship is usually not between an individual with their immediate boss

• Mentoring is about relationship and not activities

• Coaching is about your current job while mentoring is about our career

Other methods of Management Development

• Project and secondments : assigning special projects to junior managers or putting them on secondments or exchange programs

• Self development: employees take responsibility and control of their own development

• Buddy system • New experiences and exposures • Acting to the position

-END- THANKS FOR LISTENING