1. Management Development

2. Starter Who are managers ? How do individuals become managers ?
Where do organisations get managers?

3. The need to develop Managers
Organisations that fail to invest in developing new managers are very unlikely to
Exploit future opportunities
Adapt successfully in the face of major changes
Develop new markets and products
Retain and motivate employees
Create and sustain an effective management team
Survive and prosper

4. Management Development
A conscious and systematic process to control the development of managerial resources in the organization for the achievement of goals and strategies
All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions
Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment
First-line supervisors, middle managers, and executives may all participate in management development programs

5. Approaches to Management Development
“Informal Managerial”-accidental approach
Characteristics
Occurs within manager’s activities
Explicit intention is task performance
No clear development objectives
Unstructured development terms
Not planned in advance owned by managers
Development Consequences
Learning is real, direct , unconscious, insufficient

6. Approaches to Management Development
‘Integrated Managerial’-opportunistic process Characteristics
Occurs within managerial activities
Explicit intention is both task performance and development
Clear development objectives
Structured for development by boss and subordinate
Planned before hand and /or reviewed subsequently as learning experiences
Owned by managers
Development Consequences
Learning is real , direct , conscious and more substantial

7. Approaches to Management Development
“Formalized Development”-Planned process
Characteristics
often away from normal managerial activities
Explicit intention is development
Clear development objectives
Structured for development by developers
Planned before hand or reviewed subsequently as learning experiences
Owned more by developers than managers
Consequences
Learning may be real (through a job) or detached ( through a course)
Is more likely to be conscious , relatively infrequent

8. Methods of Management Develoment

9. Coaching and Mentoring
Coaching is an interactive process through which managers and supervisors aims to close performance gaps, teach skills, impart knowledge and inculcate values and desirable behaviors
Coaching is about performance improvement, usually short term, and focuses on a specific skill or ability
Mentoring is a longer-term relationship that involves a more senior employee teaching and nurturing a junior employee

10. What is coaching ? Coaching is Coaching is not
Is an opportunity to contribute to another person’s development
The means for learning and development
Guiding someone towards his or her goals
Its mutual sharing of experiences and opinions to create agreed upon outcomes
Coaching is not
An opportunity to control someone’s behavior or actions
Directing someone to take actions to meet goals
Being the expert or supervisor with all answers

11. Purpose of Coaching
The main purpose of coaching is to enable an individual improve his/ her performance
Coaching helps to :
Maximize individual strength ( e.g. building on analytical skills)
Overcome personal obstacles (e.g.. Addressing fear of public speaking )
Reach their full potential through continuous learning
Achieve more skills and competencies to become more effective
Prepare themselves for new responsibilities
Manage themselves
Clarify work and performance goals

12. Purpose of Coaching Good coaching can Produce better performance
Greater job satisfaction
Improve working relationship with subordinates
Make managers’ job much easier

13. The Four Steps approach to Coaching
Observation
Discussion and agreement
Active coaching
Follow up

14. The Four Steps approach to Coaching Stage 1. Observation
At the stage the performance gaps of coached are identified or an opportunity to improve is identified
This can be done without engaging a subordinate

15. The Four Steps approach to Coaching Stage 2. Discussion and agreement
Talk with subordinate about coaching opportunity to ensure that he or she agree that
The problem needs fixing
Ann opportunity for develop performance exists
Agree on the objectives and purpose of coaching
Brainstorm possible solutions and methods on how to solve the problem

16. The Four Steps approach to Coaching Stage 3. Active Coaching
Revisit your discussions and conform your agreements and objectives
Develop an action plan that contain goals and measures of success, a timetable and clear indication of how the coach and coachee will work together
Continue coaching –communicate idea, instill skills , use examples, cases etc
Giving and receiving feedback

19. The Four Steps approach to Coaching Stage 4. follow up
Check progress and understanding of the coachee
Follow up offers an opportunity to
Prevent backsliding
Reinforce learning
Continue individual learning
Identify possible modifications in the work plan
Ask how a person is doing and what you can do to help
Ask what worked and what could be improved in coaching session

20. Mentoring
A mentor is an individual with expertise who can help develop the career of a mentee.
A mentor has two primary functions for the mentee.
The career related function establishes the mentor as a coach who provides advice to enhance the mentee’s professional performance and development.
The psychosocial function establishes the mentor as a role model and support system for the mentee.
Both functions provide explicit and implicit lessons related to professional development as well as general work–life balance

21. Mentoring how it differ from coaching
Mentoring relationship is usually not between an individual with their immediate boss
Mentoring is about relationship and not activities
Coaching is about your current job while mentoring is about our career

23. Other methods of Management Development
Project and secondments : assigning special projects to junior managers or putting them on secondments or exchange programs
Self development: employees take responsibility and control of their own development
Buddy system
New experiences and exposures
Acting to the position

24. THANKS FOR LISTENING
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