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Chapter 13 Management Development

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Tenierra Watkins

on 15 October 2014

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Transcript of Chapter 13 Management Development

ther Characteristics
Four categories of Managers
Business Managers
Country Managers
Functional Managers
Corporate Managers

Key Questions
What managers do?
How they learn to do it?
How they should be developed?

HRD professionals need to:
Identify what the management job is
Know what needs to be in their own organization
What challenges is this organization facing

What is the External Environment?

Strategic plan
Strengths & Weaknesses

Describing the Manager’s Job
Characteristics Approach
Managerial Roles Approach
Process Models
Integrated Competency Model
Four dimensional Model
Holistic Approach

Chapter 13 Management Development
Thank you!
Integrated Competency Model

Four-Dimensional Model

Mintzberg’s “ Well Rounded” Model

By: Tenierra Watkins & Vernetta

Globally Competent
In the Future
Alfred , Snow, and Miles fives categories of KSAO
A knowledge-based technical specialty
Cross-functional and international experience
Collaborative leadership
Self-management skills
Personal traits

Key Points
Assess options available for management on-the-job training and experiences
Leadership Training or Behavior modeling training
Design management development programs

Training and Experiences
Most companies provide training and on the job experiences
Use a combination of external and internal developed courses and programs
Three Approaches:
Company-designed courses
Corporate universities
On-the-job experiences

Company Designed Courses
Most companies frequently design their own courses or seminars
Must make sure that all courses fit within the overall framework for developing mangers.
Purpose of the programs are to develop the skills and talents of the managers involved, from relationships, increased business opportunities

Corporate Universities
Corporations believe that management development should have their own company academy or college which all managers at certain levels should attend.
Companies that have exercised this : IBM, McDonald’s, Motorola, Xerox, Heineken, etc.
Example Hamburger University McDonald’s.

On-the-job experiences
Plays an important role in management development
Many on-the-job experiences tend to reinforce old attitudes and behaviors.
Many organizations tend to leave development to chance
Characteristics of Effective Management Development
Long-term Perspective
Encouragement of Self-Motivation
Online Approach

Potential Lessons of Experience
Setting and Implementing Agendas
Handling relationships
Basic Values
Executive Temperament
Personal Awareness

Developing Challenge Profile
Questionnaire based on research investing job features that reflect three categories:

Job transitions
Task-related characteristics

Leadership Training
Teachable point of view focuses on four leadership areas

Behavior modeling
Transfer of training

Approaches used to develop mangers
Seven Transnational skills (Bartlett and Ghoshal)
Eight end-state competency dimensions (Spreitzer, McCall, and Mahoney)
Six learning-oriented dimensions (Spreitzer, McCall, and Mahoney)
Prospector- an instrument developed by Spreitzer and his colleagues that rates managers on these dimensions to see who has the greatest potential to be effective internationally.
On-the-Job Experiences
Leadership Training
Transformational Leadership

Leadership Development
Transformational Leadership
Main elements of transformational leadership include
intellectual stimulation
individualized consideration
Transformational Leadership
This view of leadership is in contrast to a transactional approach.
"You give me your time and effort, and I'll give you this salary, the chance for promotion, and so on. "
Leadership Development
Leaders Develop Leaders:
Organizations are judged by their sustained success
Winning companies have leaders at every level
The best way to get more leaders is to have leaders develop leaders.
Leadership Development
To develop others, leaders must have teachable point of views
Leaders create stories about the future of their organizations.
Designing Effective Management Development Programs
Must be tied to an organizations strategic plan to be responsive to organizations needs
A thorough needs assessments, including investigating needs to be performed
Specific objectives for overall program should be established.
Involvement in and commitment of senior management in all phases of process
Variety of development opportunities
Motivate to Participate
Evaluate, Modify, and Update.
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