3. Manager cannot make rational and responsible
decisions.
Unless it selects, develops and tests the men who will
have to follow them through-the managers of
tomorrow.
Tomorrow’s senior positions will be filled by men who
today occupy junior positions.
4. Management today has to be able
to handle many new “relations”
problem
Government
Labour
Suppliers
Unions
Employees Customers
5. By offering challenges and opportunities for the
individual development.
The enterprise discharges, in part, the obligation to
make a job in industry a “way of life.”
What is needed is the development of managers equal
to the tasks of tomorrow, not the tasks of yesterday.
6. What is needed is the development of managers equal
to the tasks of tomorrow, not the tasks of yesterday.
---- Ralph J. Cordiner
President of General
Electric
7. PRINCIPLES OF MANAGER
DEVELOPMENT
The first principle of manager development must
therefore be the development of the entire
management group.
Less time, less money and less energy would probably
be needed to improve the performance of managers.
8. The second principle is that manager development
must be dynamic.
It must never aim at replacing what is today-today’s
managers, their jobs, or their qualification.
It must always focus on the needs of tomorrow.
9. What business needs is not engineer with a smattering
of accounting. They needs engineers capable of
managing a business.
One does not become broader by seeing the business
as a whole.
A man should never be given a job that is not a real
job, that does not require performance from him.
10. Manager Development must embrace all managers in
the enterprise.
It must aim at challenging all to growth and self-
development.
It must focus on performance rather than on promise,
and n tomorrow’s requirements rather than on those
of today.
11. HOW TO DEVELOP MANAGERS
The job of developing tomorrow’s managers is both
too big and too important to be considered a special
activity.
No amount of special manager-development activities
will, for instance, develop tomorrow’s managers in an
organisation that focuses on weakness and fears
strength.
12. For development is always self-development.
Nothing could be more absurd than for the enterprise
to assume responsibility for the development of a man
The responsibility rests with the individual, his
abilities, his efforts
13. No business enterprise is competent, let alone
obligated, to substitute its efforts for the self
development efforts of the individual.
The first job is an individual one.
Each manager should think through what each man
under him is capable of doing.
14. THIS ANALYSIS LEADS TO TWO
QUESTIONS:
Is the man placed in the job where he can make the
greatest contribution to the company?
What does he have to learn, what weakness does he
have to overcome to be able to realize fully his
strengths and capacities?
15. When the right job becomes available, it should be
staffed on the basis of the analyses of the development
needs of the individual managers.
These are of course life-and-death decisions.
16. “Manager Manpower planning” then checks on the
adequacy of the company’s individual manager
development effort in the light of tomorrow’s
management jobs and their demands.
Manager manpower planning starts with the analysis
of the future needs of the company and its objectives.
17. The really important plan is the long term one-five or
ten years ahead.
Most management have found out that demand for
good people is increasing faster than the capacity of
even a successful manager-development program to
supply them.
18. The best performers in any profession always look
upon the men they have trained and developed as the
proudest monument they can leave behind
