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Ch3 PPT HRM 2

The document discusses management development, which is a systematic process for managers to develop their abilities through growth opportunities provided by their company using both formal training techniques as well as on-the-job experiences. It covers the objectives, need, principles, methods, important techniques, selection of techniques, use of electronic media, benefits of multimedia, and evaluation of management development programs. The goal of management development programs is to help managers at all levels enhance their knowledge, skills, and abilities through a variety of formal and informal training approaches.

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16 views14 pages

Ch3 PPT HRM 2

The document discusses management development, which is a systematic process for managers to develop their abilities through growth opportunities provided by their company using both formal training techniques as well as on-the-job experiences. It covers the objectives, need, principles, methods, important techniques, selection of techniques, use of electronic media, benefits of multimedia, and evaluation of management development programs. The goal of management development programs is to help managers at all levels enhance their knowledge, skills, and abilities through a variety of formal and informal training approaches.

Uploaded by

bhadrichandu961
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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HUMAN RESOURCE MANAGEMENT II

CHAPTER 3: MANAGEMENT
DEVELOPMENT
CHAPTER 3

INTRODUCTION
„ Management development is a systematic process of
growth and development by which the managers
develop their abilities to manage.
„ The role of the company in management development
is to establish the programme and development
opportunities for its present and potential managers
„ Executive development is eventually something that
the executive has to attain himself. But he will do this
much better if he is given encouragement, guidance
and opportunity by his company

Contd.
CHAPTER 3

INTRODUCTION
„ The word Manager has been used to mean people at
different levels of hierarchy
„ To be called a Manager, one neither has to be at the top
of the organization, nor should one necessarily supervise
others.
„ Even a worker may be considered a (potential) manager
for the purpose of management development, one of the
objectives of which is to create management succession.
„ Though the composition of the skills is the same for all
managers at all levels, their (contents) proportion differs
depending on the level at which a manager is and also
the nature of work he does
CHAPTER 3

OBJECTIVE OF MANAGEMENT DEVELOPMENT


„ To stimulate creative thinking
„ To improve thought process and analytical
thinking
„ To increase versatility of the management group
„ To give specialists an overall view of the
functions of an organization
„ To identify persons with the required potential
„ To increase morale of the members of the
management group
CHAPTER 3

NEED FOR MANAGEMENT DEVELOPMENT


PROGRAMME

„ Entry of multinationals and transnational


corporations

„ Emergence of new concepts in management like


TQM, ERP, BPRE etc.

Contd.
CHAPTER 3

NEED FOR MANAGEMENT DEVELOPMENT


PROGRAMME

„ Human resource development of the managers


in multiple areas
„ Efficient functioning of public utilities, depend on
professionalisation of management
„ Techno managers need to be developed in the
areas of managerial skills, knowledge and
abilities
CHAPTER 3
PRINCIPLE OF MANAGEMENT DEVELOPMENT
„ The physical, social and psychological climate for
the programmes should be conductive
„ The content of the programme should be need
based
„ The management should assess the development
„ It should concentrate on the latest management
concepts and principles
„ Managers should be encouraged to undergo
programmes and Management should make use
of management development programmes
CHAPTER 3

METHOD OF MANAGEMENT DEVELOPMENT

„ There are mainly two types of methods by which


managers can acquire the knowledge, skills and
attitudes and make themselves competent managers
„ One is formal training and the other is through on-the-
job experience
„ On-the-job training is of utmost importance as the real
learning takes place only when the learner uses what
he has learnt
„ Class-room training or pedalogical techniques have
also got their own importance in gaining new
knowledge, learning new techniques and broader
concepts
CHAPTER 3
IMPORTANT TECHNIQUES
„ On-the-job techniques
„ Coaching
„ Job Rotation
„ Under study
„ Multiple management
„ Off-the-job techniques
„ The case study
„ Incident method
„ Role playing Contd.
CHAPTER 3
IMPORTANT TECHNIQUES

„ Off-the-job techniques
„ In basket method
„ Business game
„ Sensitivity training
„ Simulation
„ Grid training
„ Conferences
„ Lectures
CHAPTER 3
SELECTION OF TECHNIQUES

„ The success of any management development


programme largely depends on the selection of
the techniques
„ It should also be remembered that no single
technique can prove to be sufficient, but only the
combination of techniques makes any
management development programme effective
„ This is because all managers at all levels
require all kinds of skills but in varied proportions
CHAPTER 3
ELECTRONIC MDPs

„ Rapid development of technology has also


made an inroad in management development
programmes through electronic media which are
effective, efficient and of high quality with low
cost.
„ The future trends in MDPs include: video
conferencing, sharing networked resources and
Internet
CHAPTER 3
BENEFITS OF MULTIMEDIA
„ Low cost
„ Quick learning
„ Learner has the flexibility of content, learning
convenience
„ Increase in learning efficiency, increment and
retraining are free
„ No downtime and no traveling of the participants
„ Participants can be large and geographically
dispersed
„ Unlimited amount of review and relearning
CHAPTER 3
EVALUATION OF MANAGEMENT DEVELOPMENT
PROGRAMMES

„ Finally, it is the evaluation process which


determines the success or otherwise of the
desired programme and results can be used for
further improving the future programmes.
„ The evaluation results should be provided to
trainees, their superiors, subordinates and HRD
department of the organization

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