Page 231 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes 13.4 Development Planning Process

According to Dooher and Marquis, the stages involved in planning a management development
programme are:

Organisational Planning: to determine the company’s present and future needs;
Programme targeting: to focus the company’s efforts on the most pertinent areas;
Ascertaining key positions requirements: to stress the basic requirements of particular managerial
positions;
Managerial appraisal: to evaluate periodically the abilities and performance of individuals
with a view to identifying managers showing a promise of further development and meeting
their training needs;
Replacement of skills inventories: to indicate persons qualified for managerial replacements;
Planning individual development programmes: to ascertain areas of improvement to be
incorporated in future programmes;
Appraising existing programmes: to ascertain areas of improvement to be incorporated in future
programmes.
Since the object of management development is to influence and modify the behaviour of the
managers in operation, it is necessary that in framing a management development programme
for specified managerial group, the following points should be involved;
(i) Identify the pattern of behaviour

(ii) Identify the causes the impulses (internal and external) which blend to give rise to the
pattern of behaviour
(iii) Identify the nature of the exposure through the development programme

(iv) The programme must take care to throw impulses into the system in a manner that
generates the urge to behaviour changes.

13.4.1 Management Development Process

Management development is a systematic process of growth and development by which
managers develop their abilities to manage. It is the result of not only participation in formal
courses of instruction but also of actual job experience. It is concerned with improving the
performance of the managers by giving them opportunities for growth and development it is
any planned effort to improve current or future managerial performance.
The word has been used to mean people at different levels of hierarchy. To some, the term
means only top man at the top rung of the ladder. To others a manager is any person who
supervises others. But in fact to be called a manager one need not have to be at the top of the
organisation, nor should one necessarily supervise others.

Did u know? Who is a manager?
All those who perform all or some of the basic functions of management to some degree
regularly or occasionally can be called managers.

Excellent executives look of the future and prepare for it. One important way to do this is to
develop and train managers so that they are able to cope with new demands, new problems, and

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