Page 224 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Unit 13: Management Development

(iii) The recognition by business and industrial leaders of the social and public responsibilities Notes
of management has necessitated the development of managerial personnel.
(iv) The increased size and complexity of most organisations – governmental, industrial,
commercial, non-profit public services – require trained managers.
(v) The frequent labour-management strives have necessitated the services of trained
personnel.
(vi) The change in socio-economic forces, including changes in public policy and the concepts
of social justice, industrial democracy, problems of ecology (smog or pollution), ekistics
(the problems of human settlements), ergonomics (the problem of working environment),
and cultural anthropology (the problem of fitting machines to men) – all these demand
increasing attention of the management for decisions in these diverse fields.
If management development programmes are not evolved, the managerial personnel would
become “obsolete”. Managerial obsolescence may be due to redundancy, mergers and takeovers,
reorganisations, change in technology, products and trade and individual causes. Such
obsolescence may lead to layoff, which may cause a great emotional trauma and disturbance.

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Caution The managerial personnel must realise that they will not survive unless they keep
pace with modern management education, research theory, principles and practices.

Self Assessment

Fill in the blanks:
4. For the top management, the objectives of management development are mostly
.................................... and aim at developing the ability to understand and to decide.
5. Managerial obsolescence is due to redundancy, mergers and takeovers, reorganisations,
change in technology, products and trade and .......……………causes.

6. For middle line executives, objectives of management development are of two types, one
to develop……………, and the other to broaden the outlook and improve ability to make
decisions.
13.3 Training for Executive Level Management

13.3.1 Components of Training for Management Development Programme

The essential components or steps of a comprehensive management development training
programme are as follows:
(i) Looking at organisation’s objectives;

(ii) Ascertaining development needs;
(iii) Appraisal of present management talents;
(iv) Preparation of Manpower Inventory;
(v) Planning of individual development programmes;

(vi) Establishment of training and development programmes;
(vii) Programme evaluation.

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