Page 221 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes 13.1 Management Development Concepts

Management development is a planned, systematic and continuous process of learning and
growth by which managers develop their conceptual and analytical abilities to manage. It is the
result of not only participation in formal courses of instruction but also of actual job experience.
It is primarily concerned with improving the performance of managers by giving them
stimulating opportunities for growth and development. (Pareek; Gupta; Rajamani; Group;
Goldstein)
A number of development concepts have evolved over the past quarter of a century. These
concepts were nurtured by modest experimentation and a vast amount of empirical findings.
They now form the basis of sound programmes of management development. Some of these
important concepts are:
(i) There is no time limit for learning. Management training is not a “one-shot” affair but
continues throughout an executive’s whole professional career.
(ii) There always exists some gap between actual performance and capacity, which provides
considerable opportunity for improvement. A large number of employees do operate
below a predetermined standard which their training aptitude desires of them. If they get
further training and acquire additional technical knowledge in management, in
communication and in organisational affairs, they are bound to work faster and more
efficiently, activity, and productively.
(iii) Increased understanding of others, their behavioural attitude and of oneself definitely aid
in managing and contributing to personal development, which is needed to increase and
expand managerial effectiveness.
(iv) There are certain forces which may retard further growth but these may be offset or the
direction of their movement changed.

Example: Interests tend to become restricted with age; habits fixed; motivation is reduced;
and one may not like to move on to another job or place because of the effort and cost involved
in this move, which one may not be willing to provide for.
(v) Development seldom takes place in a completely peaceful and relaxed atmosphere. Growth
involves stresses and strains. “Adversity is the mother of invention.” Growth is possible
when one is willing to meet new, more difficult and more challenging situations. Growth,
moreover, is almost always accompanied by errors and some failures. It is because of the
errors and failures that one is impelled to try and succeed in one’s mission.
(vi) Development requires a clear-cut setting of the objectives and goals which are to be achieved
or attained, and the ways and methods of achieving these.
(vii) Participation is essential for growth active learning and effort are needed. Spoon-feeding
seldom brings significant or long-lasting improvement.
(viii) Feedback from a superior to a subordinate, and from a group to an individual is necessary
for the recognition of shortcomings and for keeping oneself in touch with the progress
that has been achieved.
(ix) An important responsibility in the management of personnel is that of development.
Management is a major factor in organisational efficiency.
It is on the basis of these concepts that programmes of development must be constructed, for it
is through these concepts that an organisation itself grows.

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