HUMAN RESOURCE MANAGEMENT

SUB CODE : MBAI 422

TOPIC : MANAGEMENT DEVELOPMENT

SUBMITTED TO : SUBMITTED BY :
Dr. D.H MALINI , MBA, Ph.D.., FDP (IIMA), M. SARANYA (23395036),
Ⅰ– YEAR MBA (IM),
ASSOCIATE PROFESSOR, PONDICHERRY UNIVERSITY,
DEPARTMENT OF MANAGEMENT, KARAIKAL CAMPUS.
PONDICHERRY UNIVERSITY,
KARAIKAL CAMPUS.
 INTRODUCTION
 Management :

Management is the coordination and administration of tasks to achieve a goal. Such administration activities
include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives
through the application of available resources. Management can also refer to the seniority structure of staff
members within an organization.

 What is Management Development ?

According to Edwin B. Flippo, Management development is the process by which managers acquire not only
skills and competency in their present jobs but also capabilities for future managerial tasks of increasing
difficulty and Scope.
 STEPS IN A MANAGEMENT DEVELOPMENT PROCESS

 The management process typically comprises three steps:

 Step 1: Assessing the Company’s Strategic Needs.

 The first step in a management development process is the evaluation of the future managerial requirements
of an organisation based on its business strategies.

 For example, business strategies like new product introduction, market expansion, Merger
and Acquisition (M&A), strategic responses to the competitors’ actions and the introduction of new
technology usually necessitate the development of new knowledge and skills among the managers.

 However, it is difficult for an organisation to determine the quantity and quality of the skills the managers
need for the future. This is because business strategies are developed mostly as immediate, incremental, and
understanding responses of an organisation to the developments in the external environment rather than as a
planned and deliberate reaction.
 Step 2: Evaluating the Skills and Competencies of Managers.

 In the next phase, the existing skills and abilities of the managers are assessed in line with the future
strategies of the organization.

 At this stage, key competencies like what the manager can do at present and the behaviour and competency
necessary to complete the job effectively are assessed.

 The competency levels and skill gaps of managers are usually assessed with the help of performance
evaluation techniques. The skill gaps found in managers normally forms the basis for framing the
management development programmes.

 While assessing the skills and competencies, it should be ensured that the assessment process discovers the
specific development requirements of the managers not only for the present situation but also for the future.
 Step 3: Evolving Strategies for the Development of Managers

 In this final step, the organisation decides how it should proceed with the process of developing the
managers to meet its future management requirements.

 It focuses on the critical aspects of the development programmes, like their objectives, mode of
delivery, place and duration, cost and benefits, and assessment techniques.

 The size and nature of the organisation, the prevailing environment, the level of technology, and the
management philosophy often influence management development activities.

 The requirements, nature, and process of management development are usually individual and
employee-centred. They may also be different and unique for each organisation.
METHODS OF MANAGEMENT DEVELOPMENT

METHODS OF MANAGEMENT DEVELOPMENT

 ON- THE- JOB METHODS:

On the job management methods, refers to techniques or approaches that supervisors, managers, or team
leaders use to oversee and guide employees while they are actively performing their tasks or duties. These
methods focus on how managers can effectively monitor, support, and optimize the performance of their
team members in real-time within the workplace environment.

 COACHING :

 It is actively guiding managers by their experienced immediate supervisors.The coach gives the guidance
through direction, advice, crticism and suggestions.

 If the coaching is done by someone other than the immediate supervisors ,it is called mentoring
 UNDERSTUDY:

 In this method, one person is selected by supervisor and trained like his descendant. He is
prepared to assume full time responsibilities of position presently held by supervisor.

 If the supervisor leaves the job or is on long absence due to illness, retirement, promotion or
death, etc., then that trained person become available at the place of supervisor.

 Supervisor gets most of his work done from the trainee, discusses problems with him and involves
him in decision making. Trainee is also allowed to attend discussions and meetings as a
representative of supervisor.
 JOB ROTATION :

 It involves shifting managers from position to position . It can be

 Planned rotation : Managers spend two or three months on a job and then moved on. They learn several
different jobs
 Situational rotation : Shifting is done to meet work schedules or to make the job challenging to the
manager.
 Line and staff rotation : Managers can be shifted between line staff positions.

 PLANNED WORK ASSIGNMENT :

 The give managers opportunity to gain experience and develop ability. The assignment can be
 Heading a task force : To solve specific problems
 Committee membership : To participate in decision making
 Special projects assignment : To learn project management
 INTERNSHIP :

 It combines classroom – oriented theoretical knowledge with practical experience

 Managers are interned in organizations for a specified period to work as employees to
gain experience

 OFF- THE- JOB METHODS :

 Off-the-job methods of management development refer to activities and programs that

are conducted outside of the regular work environment and are designed to enhance the
managerial skills, knowledge, and abilities of employees.
 LECTURE/ SEMINAR :

 Lectures are oral communication of information to managers by instructors.

 Participants gets opportunity to acquire knowledge and develop their conceptual, analytical and
technical skills.

 SIMULATION :
 A simulation is like a practice game for managers. they're given scenarios that look like real work
challenges, and they have to make decisions and solve problems as if they were dealing with those
situations in their jobs. it's a safe way for them to learn and get better at managing, without any real
risks involved. the goal is to help them build their skills and confidence so they can handle similar
situations effectively when they're back on the job.
 BEHAVIOR MODELING :

 Behavior modeling in off-the-job methods of management development involves teaching managers new
skills by demonstrating desired behaviors through examples, videos, or live demonstrations. Managers
observe, analyze, practice, and apply these behaviors to improve their skills in a controlled learning
environment.

 SENSITIVITY TRAINING :
 Sensitivity training sessions typically involve structured group discussions, experiential activities, role-
playing exercises, and feedback sessions facilitated by trained professionals. The goal is to create a safe and
supportive environment where participants can learn, grow, and develop their interpersonal skills and self-
awareness, ultimately enhancing their effectiveness in managerial roles and group settings.
 TRANSACTIONAL ANALYSIS :

 This method views interactions between individuals and between groups as transactions.
It holds that an individuals personally consist of three ego states.
 The parent : ego state of authority, superiority, controlling
 The adult : ego states of objectivity and rationality.
 The child : ego state of impulses and emotion
The parent and child ego states feel and react directly . The adult state think before
acting.
 IMPORTANCE OF MANAGEMENT
DEVELOPMENT

 Management development is important because it helps those who are new to Management
positions understand what the job entails and gain the necessary soft skills and interpersonal knowledge.
It's also important for experienced managers because it can teach them new ideas in workplace
management and remind them of other techniques to use.

 More effective communication:

Management development can help new and existing managers learn better ways to connect with their
coworkers and report to their supervisors.

 Motivated team members:

This process can make managers more effective at empathizing with their team members and providing
the motivation and incentive that teams need to succeed.
 Cost-efficient leadership:

When an organization promotes managers from within the company, it can save itself the cost of hiring and

training new managers.

 Wide knowledge of company policies:

Providing management development for existing managers can keep everyone updated on company

expectations, the workplace culture and any new policies.

 Long-term management availability:

A company with a robust management development program can better ensure that it has knowledgeable and

effective managers in the long term.

 CONCLUSION

 Management Development is a strategic process aimed at improving leadership skills, supporting

succession planning, and adapting to changing business environments. This is achieved through methods
like training programs, coaching, and job rotations. The key steps involve assessing needs, designing
programs, implementing initiatives, and evaluating outcomes. Management development is crucial for
enhancing organizational performance, retaining talent, and building a strong leadership pipeline.
Overall, investing in management development fosters a culture of continuous improvement and
empowers Managers to drive innovation and success within the Organization.