Effective Training: Strategies, Systems and Practices, 3rd

Edition

P. Nick Blanchard and James W. ThackerManagement Development

Chapter Eleven

Chapter 11 2

Management Development

An organization’s conscious effort to provide its managers with opportunities to learn, grow, and change in hopes of producing over the long term a cadre of managers with the skills necessary to function in that organization as part of a strategy to meet business needs.

Chapter 11 3

Components of Management Development

Management education Management training – specific

skills On-the-job experiences

Chapter 11 4

Management Roles and Competencies

Difficulty in describing what managers do and how they develop – varies by level and function, changes over time

Characteristics approach Long hours of work, high activity levels,

fragmented work, varied activities, primarily oral communication (often lateral), many contacts, information gathering – not reflective planners

Chapter 11 5

Mintzberg’s Managerial Roles

Interpersonal Roles

FigureheadLeaderLiaison

InformationalRoles

MonitorDisseminator

Spokesperson

Decisional RolesEntrepreneurDisturbance

HandlerResource Allocator

Negotiator

Formal Authority and Status

Chapter 11 6

Description of Managerial Roles – Part 1 of 3

Roles ActivitiesInterpersonal

Figurehead

Meeting the routine, obligatory, social and legal duties required of the head of a unit. Examples: attendance at social functions, meeting with politicians, buyers, or suppliers

Leader Maintaining, developing, and motivating the human resources necessary to meet the needs of the unit

Liaison Developing and maintaining a network of individuals outside the unit in order to acquire information and action of benefit to the unit

Chapter 11 7

Description of Managerial Roles – Part 2 of 3

Activities RolesInformational

Monitor Searching for and acquiring information about the unit and its environment so that the manager becomes an information center for the unit and the organization. Derives from liaison and leader roles

Disseminator

Distributing selected information to others within the unit or organization, some of which has been transformed through integration with other information

Spokesperson Distributing selected information to others outside the unit regarding plans, values, activities, etc. of the unit and conveying the appropriate image of the unit

Chapter 11 8

Description of Managerial Roles – Part 3 of 3

Roles ActivitiesDecisional

Entrepreneur Proactively developing and adjusting the unit to take advantage of existing opportunities or meet anticipated threats in the environment. Actions are based on information gathered in the monitor role

Disturbance handler

Reacting to meet the immediate demands of the unit. Examples of demands: a wildcat strike, loss of a major customer

Resource allocator Evaluating and choosing among proposals; integrating and authorizing activities and resource utilization

Negotiator Bargaining to acquire the resources to meet the needs of the unit and organization

Chapter 11 9

Strategy, Technology, and Structure Integration

Market Leader Cost Leader

Technology Non Routine Routine

Structure- Design Organic Mechanistic

Structure- Decision Making

Decentralized Centralized

Chapter 11 10

Management Characteristics

Conceptual – analyze and diagnose complex situations and make correct decisions.

Technical – carry out operations of a particular functional area

Interpersonal – work with, understand and motivate others

Personal traits – qualities of manager – achievement, autonomy, power, drive, leadership motivation

Chapter 11 11

Managerial Roles and Associated Management Characteristics Part 1 of 2

Knowledge and Skills TraitsManagerial Role Conceptual Technical Interpersonal PersonalInterpersonal

Figurehead Yes Yes

Leader Yes Yes Yes

Liaison Yes Yes Yes

Monitor Yes Yes Yes

Disseminator Yes Yes Yes

Spokesperson Yes Yes Yes

Informational

Chapter 11 12

Managerial Roles and Associated Management Characteristics Part 2 of 2

Knowledge and Skills TraitsManagerial Role Conceptual Technical Interpersonal Personal

DecisionalEntrepreneur Yes Yes Yes Yes

Disturbance handler Yes Yes Yes Yes

Resource allocator Yes Yes Yes Yes

Negotiator Yes Yes Yes

Chapter 11 13

Strategy—Managerial Characteristics Integration – Part 1 of 3

Management Market Leader Cost Leader Skills Skills Skills

Technical More sophisticated and nonroutine

Less sophisticated and routine

Interpersonal HigherLower

Conceptual Higher Lower

Chapter 11 14

Strategy—Managerial Characteristics Integration – Part 2 of 3

Management Market Leader Cost Leader Skills Skills Skills

Drive High High

Flexibility Higher Lower

Leader motive High High

Chapter 11 15

Strategy—Managerial Characteristics Integration – Part 3 of 3

Management Market Leader Cost Leader Skills/style Skills Skills

Participative Higher Lower

Supportive No difference No difference

Achieve-ment Higher Lower

Directive Lower Higher

Chapter 11 16

Implementing Management Development Programs

Develop whole person, so he/she can manage effectively within context

Include ongoing activities providing opportunities to reinforce and refine what has been learned on the job

Recognize values, knowledge, experiences of participants

Chapter 11 17

Implementing Programs (continued)

Recognize interrelationships between components and provide integration

Consider what person brings to job of managing when dealing with learning and transfer issues

Include recognition of these issues when conducting needs assessment and evaluation activities

Chapter 11 18

Management Education Business degrees Executive education Certification programs Professional organizations

Chapter 11 19

Management Training and Experiences

Company designed – tailored Company academies and colleges On-the-job experiences

Opportunism Individualism Long-term perspective Encouragement of self-motivation On-line approach

Chapter 11 20

Designing Management Development Programs

Tie to organization’s strategy Conduct a thorough needs analysis Have specific objectives Commitment of senior management Variety of opportunities Motivation to participate Evaluate/modify and update