1. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.1 Chapter 10 objectives Explain the meaning of management development Acknowledge significance to organisation development and success Contrast piecemeal and open systems perspectives Examine methods, techniques and processes of development Explore development in different contexts and to meet special needs Speculate about the future of management development

2. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.2 The characteristics of management development Holistic perspective that links organisational and individual development together Is more than just management education and/or management training Combines formal and structured learning with informal, experiential approaches and methods

3. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.3 Why develop managers? Promote culture change Encourage empowerment and innovation Develop existing knowledge and skills Maximise use of new technology Facilitate introduction of new systems, processes and practices

4. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.4 Approaches to management development (Mumford, 1997) Type 1: Occurs within manager’s activities, unstructured, lacking clear objectives, not planned, owned by managers Type 2: Clear objectives, planned and reviewed, based on reality of work, owned by managers, occurs within manager’s activities, learning is real Type 3: Clear objectives, occurs away from manager’s job, structured and owned by developers, learning may be real

5. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.5 Approaches to management development (Burgoyne, 1988) Level 1: No systematic approach Level 2: Some structure but largely ad-hoc and fragmented Level 3: Focus on developing the individual and their career Level 4: Provides a strategic framework for human resource development Level 5: Important consideration in corporate planning and implementation Level 6: Informs and enhances the corporate planning process

6. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.6 Figure 10.1 Management development as an open system

7. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.7 Figure 10.2 Develop the manager, develop the organisation

8. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.8 Figure 10.3 Who is responsible for management development? A stakeholder model

9. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.9 Acknowledging diversity in management development: a portfolio approach Stars: High performing, high potential managers Workhorses: High performing, limited-potential managers Problem employees: High potential, under- performing managers Deadwood: Low-performing, low-potential managers

10. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.10 Formal development methods Training courses Management education programmes Competency-based development

11. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.11 Less formal methods Live projects (leading or as a member) Secondments Coaching Mentoring Action learning Outdoors development

12. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.12 Figure 10.4 Evaluating management development

13. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.13 Figure 10.5 Pre and post development activity evaluation

14. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.14 Different contexts, special needs Senior managers Professionals Graduate Managers in small firms Public sector managers International managers Women managers

15. Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 10.15 The future of management development? Is management development fulfilling its strategic role? The need to emphasise work-based development The Corporate ‘University’ Filling the gaps and meeting the challenges