Page 236 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Unit 13: Management Development

Notes
work. Not surprisingly, the likes of MindTree Consulting Infosys and IBM (IBM) have
revamped their orientation programmes to better engage young people, tapped men and
women under 30 to serve on management committees, and launched mini-MBA programs
for eager young managers Many more novel HR policies and practices might have to be
pressed into service to keep the new generation knowledge workers glued to their seats.

13.6 Summary

 Management training is not a “one-shot” affair but continues throughout an executive’s
whole professional career.
 The skills that a manager requires are of three types which are technical, human and
conceptual.
 The primary objectives of executive development are to provide adequate leaders; to
increase the efficiency of performance of existing executives and to serve as a means of
control in operations.
 Managerial obsolescence may be due to redundancy, mergers and takeovers,
reorganisations, change in technology, products and trade and individual causes.
 The two types of approaches by which managers can acquire the knowledge, skills and
attitudes and make themselves competent managers are formal training and on-the-job
experiences.
 Stage in planning a management development programme are Organisational Planning,
Programme targeting, Ascertaining key positions requirements, Managerial appraisal,
Replacement of skills inventories, Planning individual development programmes and
Appraising existing programmes ??Management Development process.
 Management development is a systematic process of growth and development by which
managers develop their abilities to manage.

 Organisational climate comprises the conditions in which the management guides the
development and growth of the people at all levels by training, counselling, delegation
and communication.
 The job is performed within an organisational environment, and such required
organisational knowledge can be obtained through position orientation and multiple
management.

13.7 Keywords

Conceptual Skills: Skills which make it possible for a manager to consider an enterprise as a
whole and evaluate the relationships which exist between various parts or functions of a business.
Human Skills: It refer to the ability to work effectively with others on a person-to-person basis,
and to build up co-operative group relations to accomplish the organisational goals.

Job Rotation: The transferring of executives from job-to-job and from department-to-department
in a systematic manner is called Job Rotation.
Organisational Climate: The conditions in which the management guides the development and
growth of the people at all levels by training, counselling, delegation and communication.
Technical Skills: Skills which enable a manager to use effectively techniques, methods, processes
and equipment in performing specific jobs.

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