management development. starter who are managers ? how do individuals become managers ? where do...
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Management Development
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Starter
• Who are managers ?• How do individuals become managers ?• Where do organisations get managers?
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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
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7-4
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
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Approaches to Management Development
“Informal Managerial”-accidental approachCharacteristics • 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
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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 managersDevelopment Consequences • Learning is real , direct ,
conscious and more substantial
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Approaches to Management Development
“Formalized Development”-Planned processCharacteristics • 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
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Methods of Management Develoment
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8-9
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
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What is coaching ?
• Coaching is – 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
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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
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Purpose of Coaching
• Good coaching can – Produce better performance – Greater job satisfaction – Improve working relationship with subordinates – Make managers’ job much easier
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The Four Steps approach to Coaching
1. Observation 2. Discussion and agreement 3. Active coaching 4. Follow up
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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
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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
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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
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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
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