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© 2013 by Nelson Education Ltd. 1
Management
Development
CHAPTER FOURTEEN
© 2013 by Nelson Education Ltd. 2
LEARNING OUTCOMES
Define management and management development and explain how it is different from employee training
Describe the main roles, functions, and critical skills of managers
Discuss emotional intelligence and its relevance for management
Describe the models of management skill development Describe the use of error-management training for
management development Describe the content of management skills development
programs
© 2013 by Nelson Education Ltd. 3
LEARNING OUTCOMES
Discuss the different types of management development programs
Describe outdoor wilderness training programs and their effectiveness for management development
Define job rotation and coaching and discuss the characteristics of great coaches, the five conditions that are necessary to ensure the development of managers, and the challenges of coaching
Discuss the research on the effectiveness of management development programs
© 2013 by Nelson Education Ltd. 4
WHAT IS MANAGEMENT?
The process of getting things done, efficiently and effectively, through and with other people
Roles Functions Skills Programs
© 2013 by Nelson Education Ltd. 5
WHAT IS MANAGEMENT?
© 2013 by Nelson Education Ltd. 6
MANAGEMENT DEVELOPMENT VS. EMPLOYEE TRAINING
Differences: Managers work mainly through other people Training design techniques tend to be different Managerial personalities must be taken into
account Management development is a longitudinal process Unique strategic significance of developing
managers
© 2013 by Nelson Education Ltd. 7
MANAGEMENT DEVELOPMENT
Complex process by which individuals learn to perform effectively in managerial roles
Is Management Development Important?
One of the most important Per capita training expenditures are greater for
managers Prudent business investment A manager’s role is the pivotal role in organizations
© 2013 by Nelson Education Ltd. 8
LEADERSHIP
The qualities and behaviours required to shape the direction of the organization and that inspire others to pursue that direction in the face of obstacles and constraints
© 2013 by Nelson Education Ltd. 9
CORE MANAGERIAL ROLES
Major roles of managers:
A. Interpersonal role
B. Informational role
C. Decisional role
© 2013 by Nelson Education Ltd. 10
CORE MANAGERIAL ROLES
A. Interpersonal Role: Refers to the relationships that managers develop with other people
Managers can provide leadership to help to attain group goals
Are liaisons within and outside the unit Act as figureheads
© 2013 by Nelson Education Ltd. 11
CORE MANAGERIAL ROLES
B. Informational Role
Managers must monitor the environment Disseminate information to others Act as a spokesperson
© 2013 by Nelson Education Ltd. 12
CORE MANAGERIAL ROLES
C. Decisional Role
Managers must make decisions about people, goals, and the means to attain them
In this capacity, they act as entrepreneur, resource allocator, negotiator, and troubleshooter
© 2013 by Nelson Education Ltd. 13
MANAGERIAL FUNCTIONS
Major Functions of Management
Controlling Organizing Planning Leading
© 2013 by Nelson Education Ltd. 14
MANAGERIAL FUNCTIONS
Controlling Activities of the organization and its members are
monitored to ensure they contribute positively to the attainment of organization goals and objectives
Organizing Establishing systems that ensure that the efforts of
individuals working on major tasks are efficiently and effectively coordinated and organized
© 2013 by Nelson Education Ltd. 15
MANAGERIAL FUNCTIONS
Planning Defining the direction toward which the efforts of
individuals are to be directed
Leading Influencing the actions of others such that these actions
are coordinated to produce the desired outcomes• Acting as a role model• Inspiring a shared vision• Challenging the status quo and encouraging others to
do so• Recognizing contributions
© 2013 by Nelson Education Ltd. 16
MANAGEMENT SKILLS
A set of actions that individuals perform and that lead to certain outcomes
© 2013 by Nelson Education Ltd. 17
EMOTIONAL INTELLIGENCE
Ability to manage your own and others’ emotions and your relationships with others
Five sets of skills:
1. Self-awareness2. Self-control3. Motivation or drive4. Empathy5. Interpersonal skills
PROJECT MANAGEMENT AND EI
Most managers are involved with the management of projects
Managing a project requires managers control, organize, plan, and lead
Project management refers to the day-to-day functioning of manager in the accomplishment of the plan
© 2013 by Nelson Education Ltd. 18
© 2013 by Nelson Education Ltd. 19
MODELS OF MANAGEMENT SKILLS DEVELOPMENT
All management development programs should include:
1. Initial skills assessment
2. Skill acquisition
3. Skill practice
4. Skill application on the job
© 2013 by Nelson Education Ltd. 20
MODELS OF MANAGEMENT SKILLS DEVELOPMENT
A. Skills Assessment Identifies skill level of the manager before
development Builds self-awareness Contributes to training motivation Identifies managers’ learning and behavioural
styles
© 2013 by Nelson Education Ltd. 21
MODELS OF MANAGEMENT SKILLS DEVELOPMENT
B. Skill Acquisition (Learning) Instead of being taught specific procedures or
steps, managers learn how to recognize the need for the skill in a diverse number of circumstances
Usually involves group discussion of opportunities, obstacles, and strategies pertaining to skill use
Focus on learning principles, not specific approaches• Objective is to promote procedural learning
© 2013 by Nelson Education Ltd. 22
MODELS OF MANAGEMENT SKILLS DEVELOPMENT
C. Skill Practice Practice serves three fundamental purposes:
• Reinforces learning and shifts learning from the declarative to the procedural learning stage
• Enhances self-efficacy• Maintains trainees’ interest, attention, and
motivation
© 2013 by Nelson Education Ltd. 23
MODELS OF MANAGEMENT SKILLS DEVELOPMENT
D. Skill Application on the Job (Transfer) During training managers establish specific
plans for the application of learning
Follow-ups, coaching, and reinforcement are frequently required to ensure transfer
© 2013 by Nelson Education Ltd. 24
ERROR TRAINING FOR MANAGEMENT DEVELOPMENT
EMT has been found to be more effective when trainee has to generalize learning to new tasks
Best for jobs that require problem-solving skills, where reproduction of learned behaviour is not sufficient
Management jobs require constant adaptation to an ever-changing environment
Managers must be able to use new skills flexibly in a variety of contexts (adaptive expertise)
EMT is more effective in producing adaptive expertise and therefore advisable to consider for management development programs
© 2013 by Nelson Education Ltd. 25
CONTENT OF MANAGEMENT DEVELOPMENT PROGRAMS
Management skills can be organized in three categories:
1. Conceptual skills• e.g., problem solving and decision making, planning,
and performance management
2. Technical skills• e.g., using Excel, PowerPoint, knowing tax laws
3. Interpersonal skills• e.g., communication, managing conflict and stress
© 2013 by Nelson Education Ltd. 26
METHODS OF MANAGEMENT DEVELOPMENT
Management training methods tend to rely on highly informational and highly experiential procedures
Informational Informational and focused on the principles and applications of the skill
or techniques being taught• Lectures, readings, informative videos, and group discussion
Experiential learning Learning experiences that include skill practice exercises that actively
engage and involve the learner• Role plays, active exercises, and simulations• Builds procedural knowledge & boosts self-efficacy
© 2013 by Nelson Education Ltd. 27
METHODS OF MANAGEMENT DEVELOPMENT
Informational and experiential components are present in most programs
Balance between the two is not always identical Business school DVD is mostly informational Outdoor education is mostly experiential Three general approaches:
• Management education• Management training programs• On-the-job management development
© 2013 by Nelson Education Ltd. 28
METHODS OF MANAGEMENT DEVELOPMENT
Management Education The acquisition of a broad range of managerial
knowledge and general conceptual abilities• Typically conducted by colleges and universities
– e.g., MBA programs–Examples and case studies key learning tools
© 2013 by Nelson Education Ltd. 29
METHODS OF MANAGEMENT DEVELOPMENT
Management Training Programs and activities designed to develop specific
managerial skills• e.g., Classroom-based and outdoor wilderness training
develops teamwork and leadership skills
On-the-Job Management Development Programs designed to provide individuals with managerial
learning experiences on-the-job• e.g., Job rotation• e.g., Coaching
JOB ROTATION
Exposing an individual to different areas and experiences throughout the organization• Once job mastered – move to another one• High levels of popularity• Learns about the organization
© 2013 by Nelson Education Ltd. 30
© 2013 by Nelson Education Ltd. 31
COACHING
Effective coaching characteristics include: Goal Orientation
• Great listeners, empathy, interest in helping people achieve their goals
Challengers• Able to “feel” the mood of learner and know when to listen and
when to challenge beliefs
Person focused• Help learners use their previous knowledge and experience to
develop their own perspective, understanding, and styles in dealing with the problems to be solved
© 2013 by Nelson Education Ltd. 32
COACHING
Coaches are maximally helpful when they structure their efforts to help managers develop: Insight
• Recognizing their own strengths and weaknesses
Motivation• Understanding and caring about changing the ways in which they
operate
Capabilities• Identifying resources/best practices for dealing with complex
decisions and situations and by exploring alternative ways of
dealing with them
© 2013 by Nelson Education Ltd. 33
COACHING
Real-World Practices• Identifies opportunities to implement, on a day-to-day basis, the little
changes that should be made and to develop the critical perspective needed to assess what works, what does not, and why
Accountability• Encourages the manager to demonstrate the new skills and
knowledge through commitment to specific actions
© 2013 by Nelson Education Ltd. 34
COACHING
Challenges1. Coach must act to gain trust of “coachee”
• Demonstrate confidentiality, discretion, honesty• With the developing trust it becomes easier for coach to provide
feedback
2. As applying new skills is fraught with obstacles and hurdles that can discourage the use of new skills, a coach needs to be attentive to these situations and help managerial persistence• Build self-efficacy • Construe obstacles as “problems” rather than failures • Provide emotional support
© 2013 by Nelson Education Ltd. 35
COACHING
3. Coaches who are in a position to do so sometimes intervene elsewhere in the organization to remove obstacles• Proactive• Internal coaches in better position to do this
Studies have shown that coaching is generally perceived as an effective tool for management development albeit these findings are drawn more from self-reports
© 2013 by Nelson Education Ltd. 36
MANAGEMENT DEVELOPMENT EFFECTIVENESS
A variety of studies as well as more formal meta-analysis indicate varying levels of effectiveness for management development programs and initiatives
On average results show that management development programs do contribute to organizational effectiveness
Over 1/3 of Canadian organizations have systematic coaching and mentoring programs and consider them effective leading
Future research studies will continue to explore the question of effectiveness
© 2013 by Nelson Education Ltd. 37
SUMMARY
Discussed roles, functions, and critical skills of managers and how they are developed
Presented overview of the management skills that management development programs are designed to teach
Described a model of management development (assessment, acquisition, practice, and application)
Discussed the content and most common delivery methods of management development programs
Discussed examples such as outdoor education, job rotation, and coaching