1. EXECUTIVE DEVELOPMENT

2. Meaning Executive or management development is a systematic process of learning and growth by which managerial personnel gain and apply skills, knowledge, attitude and insights to manage the work in their organisations effective and efficeintly.

3. Definition “Management development includes process by which the managers and executive acquire not only skills and competency in their present jobs but also capabilities for future managerial tasks of increasing difficulty and scope.”

4. Features  Process of learning.  Continuous process.  Long term process.  Self development.  Better performance.

5. Objectives  Increase in knowledge.  Improve the performance of managers.  Career progression.  Prevent obsolescence.  Develop latest management techniques.  Provide opportunities.  Optimum utilisation of resources.  Influence behaviour of the workers.  Introduce change in the organization.

6. IMPORTANCE Increase in size of the organisations Shortage of trained managers Technological changes Socio-cultural changes Changing labour-management relations Social responsibility of management Shift in nature of management Unending process

9. 1 st step in EDP is a close & critical examination of the present and future developmental needs of the organisation. 1 st step in EDP is a close & critical examination of the present and future developmental needs of the organisation. Number and type of managers required are considered. Number and type of managers required are considered. 1. Analysis of Developmental Needs :

10. 2. Appraisal of present managerial talent : The management compares actual and performance of staff. Take measures : How to develop a person can be judged only by evaluating his performance on various occasions in performing his managerial duties.

11. 3. Inventory of executive manpower: For each member, a card is prepared. development The selection of the individuals for a management development programme is made on the basis of the kind of background they possess in the card.

12. 4. Individual Development Programme : On performance appraisal basis of each executive, the chief executive identifies strengths and weaknesses of each. programme Based on this info., special programmes for development of executives may be chalked out.

13. The H.R. Department prepare comprehensive and well conceived programme. development Accordingly, a systematic procedure is introduced for development of executives. 5. Establishment of Training & Development Programme:

14. 6. Evaluating Development Programmes: programme is At the end, programme is evaluated to see whether its objective have been achieved or not and deficiency if any should be rectified. programme General results of the programme can be measured in the long run, but some specified results may be assessed during the short run……..

16. METHODS OF EXECUTIVE DEVELOPMENT PROGRAMMES

17. 1. DECISION- MAKING SKILLS 2. INTER PERSONAL SKILLS 3. JOB KNOWLEDGE

18. 1. DECISION MAKING SKILLS In basket exer cise Management games Case study

19.  IN BASKET EXERCISE MERITS:  Simple and easy to follow  Inexpensive  Put out inter- department fires  Trainees learn quickly DEMERITS:  Academic  Discourages originality  Participants are not fully committed

20.  MANAGEMENT GAMES MERITS:  Develops problem solving skills  Compress time  Changes attitude  Prompt feedback  Focuses on planning DEMERITS:  Very expensive  Far removed from reality  Success in these games doesn’t mean success in real job life  Creativity sometimes take a back seat  Participants fail to grasp the actual policy being taught

21.  CASE STUDY To make the case study an effective tool, the trainer must: Identify the minor and major problems in the case Filter out the significant facts from the insignificant ones Analyse the issues and use logic to fill the gaps in the facts Arrive at some means for solving the identifiable problems

22. MERITS:  Improves the problem solving skills  Learning by doing  Trainees learn from each other’s thinking  Stimulates discussion among participants  Deals with the situation with an inquisitive mind DEMERITS:  Costly and time consuming  Cases, sometimes, are not sufficiently realistic  Fails to develop the analytical and reasoning abilities of the participants  Undermines usefulness of the trainee

23. 2. INTER-PERSONAL SKILLS Role Playing Sensitivity Training Behaviour Modelling Transactional Analysis Multiple Management

24.  ROLE PLAYING MERITS:  Learning by doing  Human interactions  Immediate knowledge of results  High interest  Brings desired changes in behaviour and attitudes  Competitive atmosphere DEMERITS:  Difficult to duplicate the pressures and realities  Difference in real life and simulated exercise  Uncomfortable trainees  Realism is sometimes lacking

25.  SENSITIVITY TRAINING Main Features: T Group consists of 10-12 persons A leader acts as the catalyst There is no specified agenda Trainees express their ideas, opinions and feelings freely The focus is on behaviour rather than on duties The aim is to achieve behaviour effectiveness in transactions with one’s environment

26. MERITS:  Learn more about themselves  Develop insights  Effective inter- personal relations  Confront inter- personal problems directly  Develop composite and authentic relations DEMERITS:  Unable to take harsh decisions  Waste of time  Induces anxiety  Less effective on technical professionals  Create stress situations  Inconsistent goals

27.  BEHAVIOUR MODELLING Conceptual Presentation Video Tape Behavioural Rehearsal FeedbackReport Back

28.  TRANSACTIONAL ANALYSIS

29.  MULTIPLE MANAGEMENT

30. 3. JOB KNOWLEDGE On the Job experience CoachingUnderstudy

31.  ON THE JOB EXPERIENCE

32.  COACHING MERITS:  Increases motivation  Minimization of the problems of transferring learning from theory to practice  Least centralised staff co-ordination is required  Feedback is received quickly DEMERITS:  Relies on the ability of the coach  Learner’s development is limited to his own boss’s abilities  Authoritarian technique  Absence of training atmosphere

33.  UNDERSTUDY MERITS:  Creates a realistic situation  Practical and fairly quick way of training  Emphasises learning by doing  Delegates workload  Ensures the organisation will not be in a disadvantageous situation DEMERITS:  Reduces motivation  Perpetuate the existing practices, the bad as well as the good

35. JOB ROTATION JOB ROTATION According to W.E. Benett “ job rotation is the process of horizontal movement that widens the manager’s experience horizon beyond the limited confines of his own. ’’

36. BRING DOWN FEELING OF SUPERIORITY INTER- DEPARTMENTAL CO-OPERATION REDUCE BOREDOM & MONOTONY INJECT NEW IDEAS BEST UTILISATION OF MANPOWER

37. DEMERITS OF JOB ROTATION PRODUCTION WORK SUFFERS NO SPECIALIZAT- ION UPSET HOME & FAMILY LIFE FEELING OF INSECURITY JEALOUSY & NON COOPERATION

39. MULTIPLE MANAGEMENT In this method junior executives are encouraged to put their minds to work on the business as a whole, rather than to concentrate on their specialized areas.

41. 6. SPECIFIC INDIVIDUAL NEEDS SPECIAL PROJECTS ASSIGNMENTS COMMITTEE ASSIGNMENTS CONFERENCES

42. Essential Principles of Executive Development Programmes

43.  Differrence in ability.  Proper job analysis.  Effective motivation.  Active participation.  Special training.  Feedback.