Management and Organizational Studies 3343A/B Chapter 14: 3343 T&D Chapter 14 Textbook Notes

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T&D Chapter 14 Textbook Notes
Management Development
The management of our global economy is no simple matter, challenging companies, even smaller
ones, to excellence.
Development of the skills required of a successful managers is very important
Developing managers is among the most important, complex, and difficult of the challenges that
trainers face today.
Successful Training and Development involves three aspects
The identification of training needs which requires an understanding of the job and an
identification of the skills required of people who do them
The choice of training design and delivery techniques
An integration within the training experience, of elements that contribute not only to learning,
but also other psychological forces like motivation and self-efficacy
To grasp management training, it is important to explore what managers do (their roles and
functions) and the critical skills they need.
What is management?
The ok of aages is to ohestate the ok of othes: Management refers to the process of
getting things done, efficiently and effectively, through and with other people.
What managers do:
interpersonal, informational, and decisional
Functions these roles serve
controlling, organizing, planning and leading
Myth vs. reality
Myth - managers have a lot of authority & autonomy to make things happen
Reality -managers operate within a web of reln's in/outside of orgs; subject to
relentless/conflicting demands
Strategy - network, build relns among people your team depends on for resources or to get work
Myth - managerial power derives from formal position within the company
Reality - managers derive power by establishing credibility with employees, peers, and superiors
Strategy - demonstrate character, managerial competence & influence
Intending to (and doing) "the right thing"
Getting others to do "the right thing"
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Listening more than talking
Myth - managers must control their direct reporters
Reality - control doesn't equal commitment. .Employees don't always follow orders
Strategy - empower employees to achieve team goals
Myth - managers lead by building relationships with individual members of the team
Reality - actions directed at one subordinate often have a - impact on the morale/performance of
other employees
Strategy - pay attention to team's overall performance. Use group based approach to diagnosis
and resolution of problems; treat subordinates in equitable manner
Your boss is more likely to tolerate questions and mistakes than you might expect
Help your boss develop you
Find politically safe coaches and mentors outside your function, or outside the org
Textbook figure 14.1
See your future as a manager will fold over time
Management development versus employee training:
Topic of management development is separated from employee training for a number of reasons.
First: managers work mainly through other people: they are affective when those they manage
are effective.
Whereas some management development programs are strictly technical (project planning or
budget preparation), since managers mostly deal with people most management training
pogas ae foused o the deelopet of itepesoal ad othe people skills
Second: as a result of this different focus and its inherent difficulties, the training design
techniques tend to be different (training for managers tend to be experiential and informational).
Third: the work of management is more influenced by individual managerial preferences or
Successful training programs need to take into account these important individual differences.
Fourth: management development is a longitudinal and gradual process by which the complex
skills and competencies required of managers are built- that is, developed over time, with
training with experience.
Fifth: incompetent managers can have a catastrophic effect on a etie ogaizatio’s ailit to
survive: Management development is different from employee training because it has unique
strategic significance.
The complex process by which individuals learn to perform effectively in managerial roles
An important business investment bc managers are responsible for ensuring the org operates
effectively & efficiently
Managers play fundamental roles including interpersonal, informational, and decisional
Managerial roles are core for main functions of managers: controlling, organizing, and planning
However, leadership is also recognized as a fundamental function of managers
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What is management development?
Management development: efes to the ople poesses  hih idiiduals lea to
perform effectively i aageial oles. Maageet jos ae ot eas
Managers are responsible for delivering tangible results while tending to unforeseen problems
and obstacles of all types such as supply problems, machinery breakdowns, and most importantly,
personnel issues, all within the current organizational context characterized by change.
Mission of management development: successful adaption to this difficult reality requires
extensive managerial skills that need strengthening and updating to retrain their currency and
Is management development important?
Management development, a multi-billion dollar business, is without doubt one of the most
important applications of training in organizations.
The high level of commitment to managerial development is true in countries as diverse as the
United Kingdom.
because the development of mangers is a prudent business investment
Managers are responsible for ensuring that the organization functions effectively and efficiently.
They define the organization and it is they who are not responsible for its financial and
psychological health.
Organizations are systems composed of people, technologies, procedures, and communications
designed to achieve specific valued objectives.
It is the aageet’s pupose to define these objectives (products and services) and to ensure
that they are achieved on time and with acceptable levels of quality.
In effect, organizations invest more heavily in managers and in their development because theirs
is the pivotal role in organizations.
Management development:
The fundamental roles that managers play in organizations are interpersonal, informational, and
decisional ones.
These three roles are core for the main functions of managers: controlling, organizing, and
planning (which makes the convenient acronym COP).
Leadership: refers to the individual qualities and behaviors that define and shape the direction of
the organization and that inspire others to pursue that direction in the face of obstacles and
Although most managers will have to accomplish these roles and functions, the relative emphasis
placed on them will vary as a function of the hierarchical position, the organizational and social-
cultural context, the organizational strategies, and the technologies and structures in which they
Eg: the interpersonal roles may be particularly significant for the manager of a classical ballet
company, while the decisional role may be even more critical for the management of a production
department. Clearly, managers play a complex role requiring sophisticated skills.
Core managerial roles:
He Mitzeg aalzed aageet fo the pespetie of the aage’s da to da
Derived from the formal authority and status that manager has, Mintzberg broke these activities
into three roles: interpersonal, informational, and decisional.
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