1. MANAGEMENT
DEVELOPMENT METHODS

2. What is Development?
• WhileTraining focuses on improving an employee’s skill level, development
has a more long-term focus intended to help an employee prepare for future
jobs.
• It helps the organization to achieve its mission and goals by improving
individual and, ultimately, organizational performance.
• The major objective of development is managerial effectiveness through a
planned and a deliberate process of learning.

4. Difference betweenTraining and Development
• Training:
• 1.It's a short term process.
• 2.Refers to instruction in technical and mechanical problems
• 3.Targeted in most cases for non-managerial personnel
• 4.Specific job related purpose
• Development:
• 1.It is a long term educational process.
• 2.Refers to philosophical and theoretical educational concepts
• 3.Managerial personnel
• 4.General knowledge purpose

5. Objectives of Management Development
• Improving performance of managers
• Identifying employees with executive talent
• Motivating managers
• Updating managers
• Improving analytical skills
• Improving human relational skills
• Providing insights into economic, social and technical areas.
• http://www.youtube.com/watch?v=wjMfaAj0t6I

6. MANAGEMENT DEVELOPMENT
METHODS
On-the-job
Methods
Coaching Job Rotation
Committee
Assignments
Multiple
management

7. MANAGEMENT DEVELOPMENT
METHODS
Simulation
Transactional
analysis
Sensitivity
training Conferences Lectures
Off-the-job
Methods
http://www.youtube.com/watch?v=6lMFTVTnlSM

8. LearningOrganisations and Development
• These organisations encourage development through shared
information, culture and leadership.
• Informal learning
• Employees continuously learn and solve problems.
• Career development centres.

9. Management Development
•Experience plays a very important role.
•Sources of learning for managers are-
•1) Job transition
•2) Challenges
•3) Obstacles

10. Various Approaches for Development
•Supervisor Development
•Leadership Development-
•1) Modelling
•2) Coaching
•3) Management Mentoring

11. Evaluating Human Resource
Development
Ask participant’s opinions
Determine extent of learning
Will training change behavior?
HaveT&D objectives been accomplished?
Benchmarking
Evaluation difficult, but necessary

12. Problems with Management Development
•Inadequate HR planning.
•Lack of coordination.
•Failing to conduct adequate need analysis.
•Trying out fad training methods.
•Substituting training with selecting qualified
individuals.
•http://www.youtube.com/watch?v=g5MFrDHbvUo

13. SystematicApproach to Development
COMPANY POLICIES AND PROCEDURES:
I. CHANGE FROM SPOON FEEDING TO SELF DEPENDENCE AT MOTOROLA.
II. FORMATION OF MTEC.
III. ELEVATING MTECTO THE STATUS OF A UNIVERSITY.
IV. TRAININGTO ALL EMPLOYEES ACROSS THE GLOBE.
V. CHANGE OF RULES TO MOTIVATE CHANGE IN EMPLOYEES.
SKILL BASED TRAINING:
I. USE OF TECHNOLOGY AT MOTOROLA.
II. CLASSROOM TRAININGS FOR UPDATING VARIOUS SKILLS.
III. PARTICIPATION BY TOP LEVEL MANAGEMENT.

14. •THANKYOU!!