2. MANAGEMENT OR EXECUTIVE
DEVELOPMENT IS AN EDUCATIONAL
PROCESS UTILISING A SYSTEMATIC
AND ORGANISED PROCEDURE BY
WHICH MANAGERIAL PERSONNEL
LEARN CONCECPTUAL AND
THEORETICAL KNOWLEDGE FOR
GENERAL PURPOSES.

4. IDENTIFICATION
OF
DEVELOPMENTAL
NEEDS INVENTORY OF
MANAGERIAL TALENT
APPRAISAL OF PRESENT
MANAGERIAL TALENT
PLANNING OF INDIVIDUAL
DEVELOPMENT PROGRAM
ESTABLISHMENT OF
DEVELOPMENT
PROGRAM
EVALUATION OF THE
PROGRAM

5. ON THE JOB
• COACHING
• MENTORING
• UNDERSTUDY
• JOB OR POSITION
ROTATION
OFF THE JOB
• ROLE PLAYING
• SENSITIVITY TRAINING
• CONFERENCE
TRAINING
• SEMINAR
VARIOUS TECHNIQUES OF MANAGEMENT DEVELOPMENT
MAYBE CLASSIFIED INTO TWO MAJOR CATEGORIES:-

6. ON THE JOB TECHNIQUE IS
USED TO INCREASE THE ABILITY
OF THE EXECUTIVES TO WORK
WHILE PERFORMING THEIR
DUTIES. THEY AIM AT
EXPOSING THE TRAINEES TO
THE REAL WORK SITUATION.

7. Coaching
UNDER THIS METHOD, THE IMMEDIATE
SUPERIOR GUIDES THE SUBORDDINATE ABOUT
VARIOUS WAYS AND METHODS AND SKILLS TO
DO JOB. HERE, IT IS IMPORTANT TO NOTE THAT
THE SUPERIOR ONLY GUIDES AND DOES NOT
TEACH, ALTHOUGH HE EXTENDS HIS ASSISTANCE
WHENEVER NEEDED. PERIODIC FEEDBACK AND
EVALUATION ARE ALSO THE PART OF COACHING
ACTIVITIES.

8. MENTORING
MENTORING IS CONSIDERED AS A PROCESS
WHEREBY A SENIOR EXECUTIVE ACTS AS A
FRIEND,PHILOSOPHER AND GUIDE TO A JUNIOR
EXECUTIVE AND PROVIDES HIM THE SUPPORT
THAT THE LATTER NEEDS. THE SUPORT MAY
TAKE THE FORM OF EMOTIONAL SUPPORT,
COACHING, COUNSELLING AND GUIDANCE. THE
SENIOR MANAGER MAY ALSO PROVIDE SUCH
SUPPORT KNOWN AS ‘MENTOR’.

9. UNDERSTUDY
IN CASE OF UNDERSTUDY, AN EXECUTIVE IS
DEVELOPED TO PERFROM TO WORK OR FILL THE
POSITION OF HIS SUPERIOR. HE IS A TRAINEE WHO
AT A FUTURE TIME WILL ASSUME THE DUTIES AND
RESPONSIBILITIES OF THE POSITION CURRENTLY
HELD BY HIS IMMEDIATE SUPERIOR WHEN THE
LATTER SEPARATES FROM THE JOB BECAUSE OF
TRANSFER,
PROMOTION,RESIGNATION,RETIREMENT Etc.

10. JOB OR POSITION ROTATION
JOB ROTATION CONSISTS OF SYSTEMATIC AND
CO-ORDINATED EFFORT TO TRANSFER AND EXECUTIVE
FROM ON TO JOB AND PLANT TO PLANT. THE EXECUTIVE IS
GIVEN ALL THE NORMAL DUTIES AND RESPONSIBILITIES
WHICH GO ALONG WITH THE JOB TO WHICH HE IS
TRANSFERRED. THIS METHOD BRAODENS THE OUTLOOK
OF THE EXECUTIVE IN AS MUCH AS HE COMES TO
APPRECIATE THE PROBLEMS FACED BY THE OTHER
FUNCTIONAL MANAGER, PLANTS,DEPARTMENTS Etc.

11. OFF THE JOB
OFF THE OD METHODS IS USED TO
IMPROVE GENERAL BEHAVIOURAL AND
DECISION MAKING SKILLS OF THE
EXECUTIVE PLUS IT DOES’NT CONTAIN
HEAVY DOSE OF REFERENCE TO
PARTICILAR JOB.

12. ROLE PLAYING MAY BE DESCRIBED AS A TECHNIQUE OF
CREATING A LIFE SITUATION,USUALLY ONE INVOLVING
CONFLICT BETWEEN PEOPLE,AND THEN HAVING PERSONS IN
A GROUP PLAY THE PARTS OF SPECIFIC PERSONLITIES.IN
INDUSTRIES, IT IS PRIMARILY USED AS A TECHNIQUE FOR
MODIFYING ATTITUDES AND INTERPERSONAL
SKILLLS.TYPICALLLY, THE SITUATION IS STRUCTURED BY
SETTING FORTH THE FACTS OF THE SITUATION, THE EVENT
THAT LED UPTO PRESENT SITUATION AND OTHER RELEVANT
INFORMATION. THE INDIVIDUALS ARE THEN DESIGNATED TO
PLAY THE ROLES OF PERSONS IN THE SITUATION DESCRIBED.
ROLE PLAYING

13. SENSITIVITY OR T-GROUP TRAINING IS AN IMPORTANT TECHNIQUE OF
“LABORATORY TRAINING”. THE MAIN OBEJCTIVE OF SENSTIVITY
TRAINING IS THE DEVELOPMENT OF AWARENESS AMD SENSTIVITY TO
ONE’S OWN BEHAVIOURAL PATTERNS THROUGH INTERACTIONS WIT
THE OTHERS.THE SENSITIVITY TRAINING PROGRAM IS ABSOLUTELY
UNSTRUCTURED. THE TRAINER INITIALLY EXPLAINS THE TECHNIQUE TO
PARTICIPATE AND INFORMS THEM THAT THE PURPOSE IS TO INCREASE
THEIR AWARENESS ABOUT THEMSELVES AND OTHERS AND TO KNOW
EACH OTHER’S FEELING AND REACTIONS IN A GROUP SETTING.

14. CONFERENCE
A CONFERENCE IS A GROUP MEETING CONDUCTED
ACCORDING TO AN ORGANISED PLAN IN WHICH THE
MEMBERS SEEK TO DEVELOP KNOWLEDGE AND
UNDERSTANDING OF A TOPIC BY PARTICIPATION IN
DISCUSSION. IT IS AN EFFECTIVE TRAINING DEVICE
FOR PERSONS IN THE POSITIONS OF BOTH
CONFERENCE MEMBER AND CONFERENCE
LEADER.AS A MEMBER, A PERSON CAN LEARN FROM
OTHERS BY COMPARING HIS OPINIONS WITH THOSE
OF OTHERS. HE LEARNS TO RESPECT THE
VIEWPOINTS OF OTHERS AND ALSO REALISES THAT
THERE IS MORE THAN ONE WORKABLE APPROACH
TO ANY ISSUE.

15. “IN-BASKET” TRAINING
THIS TECHNIQE EMPHASISES THE NEED FOR SKILLS IN
DECISION MAKING AND ABILITY TO DIFFRENTIATE
BETWEEN RELEVANT AND IRRELEVANT INFORMATIONS.
THE TRAINEE IS PRESENTED WITH A SITUATION WHERE
HE MUST TAKE OVER FOR A MANAGER WHO IS ABSENT.
HE IS PROVIDED WITH AN IN-BASKET FULL OF MATERIALS
ITH WHICH HE MUST DEAL. THESE MATERIALS MAY BE
NOTES OF PHONE CALLS, MOTES OF MEETINGS,
COMPLAINTS TO HANDLE Etc.

16. Deepika Mishra
Assitant Professor,
University Of Delhi