Effective Training: Strategies, Systems and Practices, 3rd Edition P. Nick Blanchard and James W. Thacker Management Development Chapter Eleven

Management Development An organization’s conscious effort to provide its managers with opportunities to learn, grow, and change in hopes of producing over the long term a cadre of managers with the skills necessary to function in that organization as part of a strategy to meet business needs. Chapter 10

Components of Management Development Management education Management training – specific skills On-the-job experiences Chapter 10

Management Roles and Competencies Difficulty in describing what managers do and how they develop – varies by level and function, changes over time Characteristics approach Long hours of work, high activity levels, fragmented work, varied activities, primarily oral communication (often lateral), many contacts, information gathering – not reflective planners Chapter 10

Mintzberg’s Managerial Roles Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator Formal Authority and Status Chapter 10

Description of Managerial Roles – Part 1 of 3 Activities Interpersonal Figurehead Meeting the routine, obligatory, social and legal duties required of the head of a unit. Examples: attendance at social functions, meeting with politicians, buyers, or suppliers Leader Maintaining, developing, and motivating the human resources necessary to meet the needs of the unit Liaison Developing and maintaining a network of individuals outside the unit in order to acquire information and action of benefit to the unit Chapter 10

Description of Managerial Roles – Part 2 of 3 Activities Roles Informational Monitor Searching for and acquiring information about the unit and its environment so that the manager becomes an information center for the unit and the organization. Derives from liaison and leader roles Disseminator Distributing selected information to others within the unit or organization, some of which has been transformed through integration with other information Spokesperson Distributing selected information to others outside the unit regarding plans, values, activities, etc. of the unit and conveying the appropriate image of the unit Chapter 10

Description of Managerial Roles – Part 3 of 3 Activities Decisional Entrepreneur Proactively developing and adjusting the unit to take advantage of existing opportunities or meet anticipated threats in the environment. Actions are based on information gathered in the monitor role Disturbance handler Reacting to meet the immediate demands of the unit. Examples of demands: a wildcat strike, loss of a major customer Resource allocator Evaluating and choosing among proposals; integrating and authorizing activities and resource utilization Negotiator Bargaining to acquire the resources to meet the needs of the unit and organization Chapter 10

Strategy, Technology, and Structure Integration Market Leader Cost Leader Technology Non Routine Routine Structure- Design Organic Mechanistic Structure- Decision Making Decentralized Centralized Chapter 10

Management Characteristics Conceptual – analyze and diagnose complex situations and make correct decisions. Technical – carry out operations of a particular functional area Interpersonal – work with, understand and motivate others Personal traits – qualities of manager – achievement, autonomy, power, drive, leadership motivation Chapter 10

Managerial Roles and Associated Management Characteristics Part 1 of 2 Knowledge and Skills Traits Managerial Role Conceptual Technical Interpersonal Personal Figurehead Yes Leader Liaison Informational Monitor Yes Disseminator Spokesperson Chapter 10

Managerial Roles and Associated Management Characteristics Part 2 of 2 Knowledge and Skills Traits Managerial Role Conceptual Technical Interpersonal Personal Decisional Entrepreneur Yes Disturbance handler Resource allocator Negotiator Chapter 10

Strategy—Managerial Characteristics Integration – Part 1 of 3 Management Market Leader Cost Leader Skills Technical More sophisticated and nonroutine Less sophisticated and routine Interpersonal Higher Lower Conceptual Chapter 10

Strategy—Managerial Characteristics Integration – Part 2 of 3 Management Market Leader Cost Leader Skills Drive High Flexibility Higher Lower Leader motive Chapter 10

Strategy—Managerial Characteristics Integration – Part 3 of 3 Management Market Leader Cost Leader Skills Participative Higher Lower Supportive No difference Achieve-ment Directive Chapter 10

Implementing Management Development Programs Develop whole person, so he/she can manage effectively within context Include ongoing activities providing opportunities to reinforce and refine what has been learned on the job Recognize values, knowledge, experiences of participants Chapter 10

Implementing Programs (continued) Recognize interrelationships between components and provide integration Consider what person brings to job of managing when dealing with learning and transfer issues Include recognition of these issues when conducting needs assessment and evaluation activities Chapter 10

Management Education Business degrees Executive education Certification programs Professional organizations Chapter 10

Management Training and Experiences Company designed – tailored Company academies and colleges On-the-job experiences Opportunism Individualism Long-term perspective Encouragement of self-motivation On-line approach Chapter 10

Designing Management Development Programs Tie to organization’s strategy Conduct a thorough needs analysis Have specific objectives Commitment of senior management Variety of opportunities Motivation to participate Evaluate/modify and update Chapter 10