1. MANAGEMENT DEVELOPMENT

2. MEANING
• It is an educational process utilizing a systematic and
organized procedure by which managerial personnel
learn conceptual and theoretical knowledge for general
purpose.
• It is mainly designed to induce behavioral changes in
individuals by cultivating their mental and inherent
qualities through the acquisition, understanding and use
of knowledge, insights and skills as they are needed for
effective management.
• The management process consists of:
– Assessing the company’s strategic needs
– Appraising managers current performance
– Developing the managers( and future managers)

3. SUCESSION PLANNING
• A process through which senior level openings are
planned for and eventually filled
• For example: GE spent several years developing, testing,
and watching potential replacements for CEO before
finally choosing JEFFERY IMMELT.
• The new MBA’s may join Ford’s management
development program and rotate through various
assignments and educational experiences. The dual aims
are identifying their management potential and giving
them breadth of experience(in say, production or
finance). The firm may then slot the superior candidates
onto a “fast track,” a development program that prepares
them more quickly for senior level commands.

4. NATURE OF MANAGEMENT
DEVELOPMENT
•
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Organized process of learning
A long term process
On going exercise rather than ‘Oneshot’ affair
Aims at preparing managers for better
performance
• It is nothing but guided self development

5. PRINCIPLES OF MANAGEMENT
DEVELOPMENT
• Principle of individual difference
• Provision of incentive
• Provision of applying the content of training
on the job
• Active participation of trainer and trainee
• Feedback about the trainee’s progress in the
training and development programme should
be shared with him/her

6. OBJECTIVES OF MANAGEMENT
DEVELOPMENT
• To bring current performance of the managerial
personnel up to the highest attainable level
• To ensure availability of qualified managerial
manpower
• To ensure managerial capabilities
• To aid in encouraging and achieving self
development and self confidence
• To provide opportunities for managers to update
their knowledge and skill

7. IMPORTANCE OF MANAGEMENT
DEVELOPMENT
• Management developmental efforts are required:
– Due to rapid changes in technology
– To understand the behavior of people in changing
socio cultural environment
– To meet the needs of the customer
– To understand the social responsibility of business
– To have harmony and peace in the organization
– To impart knowledge on the latest management
principles, techniques and practices

8. SYSTEMS/TECHNIQUES OF
MANAGEMENT DEVELOPMENT
ON-THE-JOB METHOD
• Coaching
• Understudy
• Multiple management
• Committee assignment
OFF-THE –JOB METHOD
• Role playing
• Sensitivity training
• Conference training
• Programmed instructions
• Simulation techniques like:
– Business games
– In basket
– Case study

9. PURPOSE OF MANAGEMENT
DEVLOPMENT
PURPOSE
METHODS/TECHNIQUES
JOB KNOWLEDGE
ON THE JOB EXPERIENCE
COACHING
UNDERSTUDY
ORGANISATIONAL KNOWLEDGE
JOB ROTATION
MULTIPLE MANAGEMENT
DECISION MAKING SKILLS
IN BASKET
BUSINESS GAMES
CASE STUDY
INTERPERSONAL SKILLS AND TEAMWORK
ROLE PLAYING
SENSITIVITY TRAINING
SPECIFIC INDIVIDUAL NEEDS
JUNIOR BOARD
COMMITTEE ASSIGNMENT
PROGRAMMED INSTRUCTIONS

10. On-the-job coaching
• On the job coaching:
– In this method, the immediate supervisor guides the
subordinates about various ways and methods and
skills to do the job. He only acts as a guide and not as
a teacher
– Periodic feedback and evaluation are also part of the
coaching activity
– Advantages:
• It provides real and practical job experience
• It increases motivation of trainee
• It leads to minimization of problem of transferring learning
from theory to practice
– Disadvantages:
• The man cannot develop beyond the limit’s of his own boss’s
abilities

11. Understudy
• Understudy:
– In this case an executive is developed to perform the
work or fill the position of his supervisor
– In understudy only one candidate is selected by
department manager from his department.
– Department manager then guides him to learn his job
and grapple with the problems that confront the
manager daily.
– Advantages:
• It ensures ready supply of competent people whenever the
vacancy arises
• This method has built in motivation because it itself is step
towards the promotion of trainee

12. Multiple management method
• In this method, the organization makes a permanent
advisory committee of executives/managers. The
advisory committee solves the problem of the
organization and makes recommendation to the top
management
• In some cases board of directors constitute a junior
board to train the junior executives
• Advantages:
– Organization gets productive ideas from advisory/junior
board
– Inexpensive method
– Develops teamwork and group discussion and makes
everyone learn to respect the view of others
– Widens the knowledge and participation of the advisory
board/junior board

13. Committee management
• A committee is a group of executives appointed to
investigate, take action, make recommendations
regarding some matter relating to the organization
• The committee studies the problem or issue in
accordance with the terms of reference. Committee
promotes mutual sharing and discussions of interest by
many individuals to arrive at a consensus of opinions
• Advantages:
– Widens the knowledge of the trainee through discussions
and deliberations in the committee meeting
– Speeds up the development of the executive
– Develops teamwork and group discussions and trainees
learn to respect the view of others

14. Role playing
• It may be described as a technique of creating a life
situation, usually one involving conflict between
people, and then having persons in a group to play the
parts or roles of specific personalities.
• Two or more trainees in a group are given role to play.
• Advantages:
– It helps the trainees to become aware of the problems and
the prospective of others with whom they deal
– Experimental form of learning
– Helps in improving inter personal competence of the
executives

15. Sensitivity training
• It was originally developed by Kurt Lewin. It is also called as
laboratory training, t-group or group dynamic training
• The sensitivity training technique works on the assumption
that changes in behavior cannot come by knowledge
alone, and hence practice in human relations creates an
atmosphere for change in attitudes and approaches
• This is achieved by focusing during the session on aspects
such as the ability to listen to others, ability to
communicate, ability to diagnose human problems
correctly, learning to give and receive constructive
feedback and understanding the complexities of group
dynamics
• It is informal and unstructured
• The organizations which practices sensitivity training feel
that this method increases managerial sensitivity and trust
and enhances respect for the contribution of others

16. Contd…
• Objectives:
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Have an understanding of others
Gain insight into the group process
Develop scientific behavioral skills
Make participants learn how to work more effectively as a group or a
team member and perform leadership roles
• Advantages:
– Increases insight of one’s own behavior and how others perceive it
– Focuses on exploring the nature of interpersonal relationships
– Helps in accepting criticism
• Disadvantages:
– Laboratory testing is conducted in controlled situations which may not
have bearing on the actual life
– Leads to psychological reactions due to frank and free criticism
– Expensive
– Involves small number of trainees at one time

17. Conference training
• A conference is group meeting conducted according to an
organized plan in which the participants seek to develop
the knowledge and understanding by obtaining
considerable amount of oral participation
• The trainees learn to respect of viewpoint of others and to
realize that there is more than one workable approach
• Advantages:
– Participants play active role
– Learning is facilitated through building upon ideas
– Best method for reducing dogmatism employed in supervisory
and development training program
• Drawback:
– Progress at the conference is often slow because all those
desiring to speak on a point are allowed to do so
– Sometimes, irrelevant issues may creep in and the main issue is
lost in the progress

18. Programmed instructions
• It is the application of the science of learning to the task of
education and training
• Key features:
– Trainees learn at their own pace
– Instructors are not key part of the learning
– The material to be learnt is broken down into very small units or
stages
– Each step is logically builds upon those that have preceded it
– The student is given immediate knowledge of results for each answer
he gives
– There is active participation by learner
• It includes elaborate teaching machines, films, sound tapes,
programmed books, illustrations, printed material, diagrams
• Computer assisted learning is often used to provide practice to
help students learn material that is well structured such as
grammar and mathematics

19. Simulation techniques
• The basic idea is to create or construct a situation
which closely represents the actual one. In order to
conduct a trial or test run, it is conducted in a
controlled environment
• Business games:
– Business games are classroom simulation exercises which
are designed to be representative of the real life condition
– The participants of business game learn by analyzing the
problem and making trial and error decisions and
participants are given another chance in these games. The
feedback is very prompt
– Advantages:
• Useful for developing team cohesion and skills
• Gets the experience in analyzing problems and taking decisions

20. In basket training
• The participant is given all the material in basket
which will help them to solve the problems. The
participants is also given all the information and
materials required such as reports, mail etc.
• The participant is then asked to play the role of
manager who is responsible for solving the
problem
• The participant by using his experience takes the
appropriate decision.

21. Case study method
• It was developed by Christopher C Langdell. In this
method, the facts of the case that needs to be solved or has
already occurred in the organization are given for analysis and
decision-making to a group of participants
• The group studies the problem, analyses it, find alternatives
and give suggestions.
• Case studies are commonly used in teaching law, HRM and
marketing management by the management educational
institutions
• Advantages:
– Active involvement of the participant
– Develop analytical thinking among the participants
– Give the participants an opportunity to apply their knowledge to
find the solution for a realistic problem
– Help the participants have greater respect and consideration
towards others’ thinking and opinion
– Improve the decision making skills of executives

22. Transactional analysis(TA)
• It is training technique used for analyzing and understanding
interpersonal behavior. When people interact, then there is a
social transaction i.e. exchange of messages. The study of
these transactions is called as TA
• It teaches people to send messages that are clear and
responsible and to give responses that are natural and
reasonable
• The TA training method makes use of two concepts:
– The ego state
• When two people interact, they face each other with three of the ego
states predominating which are:
– Parent
– Adult
– Child
– The transactions
• These ego states in turn leads to three possible transactions:
– Crossed ( the two persons operating in different ego states)
– Complementary( ego state match, both person are operating in same way)

23. Ego states
• The three active elements are called ego states. Berne
defined ego as ‘a consistent pattern of feeling and
experience directly related to corresponding consistent
pattern of behavior
• The parent ego state is like providing guidelines, regulations
and discipline for others
• The adult ego state is our dispassionate and objective side.
It uses facts, information and analysis to reach the best
decisions
• The child ego state reflects the natural impulses, attitudes
and activities that are learnt from childhood experiences.
This ego state can range from listening and responding to
hostility

24. Transactions