IPM NDTHRD-Management Development
- 2. Organizations today are implementing a multitude of tools to identify management potential, along with intensive efforts to develop those future leaders
- 3. How are the future leaders of an organization selected? How are those future leaders developed?
- 4. “Management development must embrace all managers in the enterprise; it must aim at challenging all to growth & self development. It must focus on performance rather than on promise & on tomorrow’s requirements rather than those of today.” -Drucker, 1955, The Practice of Management
- 5. “Management Development is an aspect of organizational development that covers recruitment and assessment of executive level employees and training them in leadership to equip them for higher positions. This process generally includes development of cognitive (thinking, idea generation, and decision making), behavioural (choosing appropriate attitudes and values), and environmental (suiting management style to the situation) skills.” -Walden University
- 6. Equip them with: Analytical, problem solving, decision making & judgment skills Command of basic facts Relevant professional knowledge Self knowledge Updated information on current changes & developments in respective field of work
- 7. MD process can also be used for: Attracting potential employees to organization Retaining employees Monitoring and maintaining a stock of managerial talent Obtaining competitive advantages Reinforcing or reshaping of organizational strategy
- 9. Where the MD Programmes are conducted? In-house by Professional Institutes at Colleges and Universities
- 10. Traditional Management Development Management Education Management Training Experiential Learning
- 11. Business Strategy Critical Success Factors Organizations Capability Business Performance Management Capability Business Environment Developed within the Organization
- 12. The Process Vision, Mission & Values Determine Competencies, Tools, Roles & Accountabilities and Sustaining methods Identify candidates selection for Opportunities Development Assessment, Re- assessment Lessons Learnt
- 14. Objectives of career planning More effective development of available talent Satisfaction of employees personal development needs Increased employee loyalty & motivation A method of determining training & development needs Improvement of performance through OJT experiences Assign Responsibility for career development
- 15. Responsibility for career development Top management must first make a strong commitment to support career development The HR professional are then responsible for implementing. The immediate supervisors responsible for providing support, advice and feed back Individual employees are then finally responsible for developing their own careers
- 17. Fast track management development programs are being used as an integral part of today’s management development effort as organizations use this development process to help identify leadership potential, outline areas for growth, and supplement managerial skills.
- 20. High potential individuals usually are smart (yes, IQ matters); they want to stay with the organization; they have emotional maturity and strategic thinking skills; and they are engaged in their job and find meaning in their work. What are the key attributes that differentiate someone with potential from someone without potential?
- 21. 5 Commonalities Picked early in their careers Engage in a fast rate of lateral movement Maintain a carefully monitored career Receive special coaching or mentoring Are expected to quickly ascend to leadership
- 22. M.D. TO BE TRULY EFFECTIVE an organization’s culture, organizational infrastructure management support, process orientation, clarity of vision, and current level of management development structure