What is Management Development: Meaning, Objectives, Methods, Programmes

Management development refers to career planning for increasing the effectiveness of individuals and meeting the need of an organization. The specific development assignments of educational activities in which any manager engages are designed to reach his highest potential in the shortest time.

Management development means to improve their behaviour and performance. Development improve the effectiveness of managers in their present jobs and prepare them for higher responsibility jobs in future. We can say it is systematic process of learning by which manager can improve his way to manage work with more efficiently.

According to Edwin B. Flippo, “Management development include the process by which the managers and executives acquire not only skills and competency in their present jobs but also capabilities for future managerial tasks of increasing difficulty and scope.”

Learn about:- 1. Introduction to Management Development 2. Meaning and Definitions of Management Development 3. Need 4. Characteristics 5. Objectives 6. Importance 7. Principles 8. Prerequisites for Success 9. Methods 10. Programme 11. Management Development in India.

What is Management Development: Meaning, Definitions, Objectives, Importance, Methods, Programme and Other Details

What is Management Development – Introduction

In modern business, the way of doing business have become extremely complex. Broader product lines, based on changing technology, serving international markets characterize many business firms. Diversification, dispersion and decentralization have created many problems. Manager are no longer essentially “minding of store”. They are involved in a process of continuous change only a portion of which is being planned.

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“All of these challenges have made it a must for every business-to make its manager flexible, realistic and sensitive to the complexities to their work environment and make them both challenged by, an comfortable in, situation filled with high risk ambiguity.”

The strength of a company largely depends on its management of the company is to remain strong, it must give to the development of human assets the same priority it gives to the development of physical assets, Organization to day need more and better managers and need more and better theories of how to get them. On the other hand, a manager needs assistance to fully meet the requirements of his current position and ever more assistance if he is promoted to higher position within the organization.

This highlights the needs of career planning for increasing the upward flow of managerial personnel within the organization. Therefore a continuous process for management development is needed to achieve the short and long-term growth objectives of an organization.

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The dynamic environment in which organizations operate today poses multi facets of managerial problems that make the task of managing risky and uncertain. A slight error in managerial decisions may sometimes become a question for survival for them as tomorrow is going to be different in context of individuals, technology and society. This is an environment of change which need be effectively management with a view to realise the company’s goals.

It is imperative therefore to inject planned learning behaviour in the managerial personnel so that it can effectively time change (predict, inject, meet, maneuver change) to realize organizational pre-set goals. This is the raison for management development.

According to A. Das Gupta in his book, “Business and Management in India,” Management development is a process of developing better management, Shri A. D. Moddia wrote in his book. “Explorance in Management Development.” management envelopment is not just the business of the personnel department or the chairman, it is not just coursing. It is the business of all managers, it is a continuous perspicacious relationship of involvement in managers’ growth potential and his place in the corporate objectives of the future.

As a process, management is a distinct duty, calling for planning, organization, coordinating, controlling, directing and staffing, as a responsibility, it is accountability of the superior’s for subordinates performance and is discharged by getting things done through other people; as a technique it is leadership which is involved in influencing the behaviour of others so that one does what is wanted and not what he wants; in terms of object it is organization where management strives to create, maintain and develop viable organization and finally in terms of effectiveness it is management of change, further, the charisma of management reflects mush deviation in practice from earliest concept of governing ruling/managing other to be managed; from participative style ultimately to manage self.

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In fact how to manage self so that one functions as effective executive, in the context of change should equally be the mission of any programme on management development of business.

What is Management Development – Meaning and Definitions

In simply terms, management development is “Preparing a coordinate for a role which requires a certain set of attitudes”. Management development “refers to career planning for increasing the effectiveness of individuals and meeting the need of an organization. The specific development assignments of educational activities in which any manager engages are designed to reach his highest potential in the shortest time.”

In addition to activeness designed to advance the knowledge and skills of managers, management development programmes often attempt to develop desirable attitudes. Actually “adequate managerial performance at the highest level is at least a matter of attitudes as it is a matter of knowledge and specific skills.”

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Attitudes include the loyalty of a person to a Company, Commitment to a job or role and attitude of a person towards himself, his workers, his employees, his customers and society etc.

For easier understanding the meaning of management development, hereunder are quoted some definitions:

“……… Management development is nothing more or less than an educational process for providing individuals having genuine professional competence.” — W. E. Bennett

“………. Management development refers to the process a manager makes in learning how to manage.” — Koontz and O’ Donnell

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“………. Management development is not so much a programme as a state of mind, a way of life.” —L. A. Appley

“Preparing managers for advancement and properly motivating them to accept additional responsibilities fall within the province of several key personnel programmes – Training, Appraisal, job rotation and promotion system.”

“Management development includes systematic reviews which identify members of management who can be expected to increase their management effectiveness through educational and special assignments…..”

According to Michael J. Jucius, “Executive development is the programme by which executive capacities to achieve desired objectives are increased.”

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Thus management development is to improve managerial performance. It is needed at all levels of management who direct control and co-ordinate the various activities of people and organisation.

On the basis of the above definitions we may conclude management development as the problem of how a company can influence the beliefs, attitudes and values of an individual for the purpose of “developing him” i.e., changing him in a direction which the organization regards to be in his own and the organization’s best interest.

Management Development is described as the process from which the managers learn and improve their skills and knowledge not only to benefit themselves but also their employing organizations. The managers are very imported skill inventory or assets of an organisation. Their development has become very complex task because in era of competition qualified managers are need of almost all industry and trade.

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Good organisations select skilled and trained employees but also develop them for use in the future. The word development and training are confusing because we assumed it same but training means learning the basic skill and knowledge for particular job but development means self-development and it happens only when individed is internally motivated. Training is short term and development is long term process.

What is Management Development – Need

Management development is needed for the following reasons:

1. The rapid technological and social changes have necessitated the development of mangers so that they can cope with these changes.

2. The increased size and complexity of most organisations such as railways, insurance, banking services, government undertakings, non-profit public services require trained managers.

3. Technical managers working in industries need training not only in the functional areas of management but also require knowledge of the problems and opportunities in the industry.

4. Government and civic officials working in medical, police, insurance, banking, housing, education and other services have to improve their performance and contribute to the welfare of the society. They require training for effective management of men, materials and money.

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5. Management principles and practices have to be introduced in tertiary sectors such as agriculture, rural development, forestry, fisheries, animal husbandry, etc., to increase the efficiency of the sector.

6. Automation, market competition, growth of new markets, enlarged participation of labour in management, greater interest by the public and the governments have led to the need for the development of managerial personnel.

What is Management Development – 7 Main Characteristics

The characteristics of management development may be derived out as follows:

1. It is a Management Philosophy:

The concept of management development has evolved along with the concept of scientific management. Later professionalization of management did also strength it. The concept of management development regards that training and experience increase the work- performance and efficiency of a man. Therefore, it emphasizes a systematic management development plan and programme which goes to make it a philosophy of management.

2. It is a Continuous Process:

Management development is a continuous process. Its objectives cannot be achieved by occasional conferences, and meetings or by irregular training programmes. Desired charges in men can only be achieved by continuous efforts and well planned programmes. That is why, management development should be or is a continuous process.

3. It is Directly Concerned with Managerial and Organizational Effectiveness:

The important object of management development is increasing the effectiveness of individuals and thus meeting the needs of an organization. A management development programme include training of executive as well as changing their attitudes and thus making an overall personality of men, which ultimately leads to organizational effectiveness.

4. It is Concerned with the Development of a Man’s Personality:

The scope of management development is much wide. It includes specialized training programmes on one hand and brining attitudinarian changes on the other. In fact, it brings in a man rationality, maturity and understanding. It tells us how an organization can influence the beliefs, attitudes and values of an individual.

5. It is Different from Executive Training:

Executive development is not identical with the term executive training. Management development is a wider term and executive training forms only a part of it. Training is a means adopted for management development. Besides training management development also includes experience, charge in attitude and development of personality.

6. It has Many Tools and Techniques:

Many tools are used in developing the managers. Which tools or techniques be adopted for a management development programme, has become now a problem of selection.

7. It is an Elusive Concept:

It is rather difficult to define the word ‘development’ in context of managers. One cannot point it out clearly at what stage a manager should be regarded fully developed. How much a manager has been developed, it cannot be measured. In this respect it is an elusive concept.

What is Management Development – General and Major Objectives

Management development is a systematic process of growth and development by which the managers develop their abilities to manage. So it is the result of not only participation in formal courses of instruction but also of actual job experience.

The objectives of management development vary depending upon the level of the executive/manager in the organisational hierarchy and his responsibilities.

However, the general objectives of management development are given below:

1. To develop managers to perform better on their present assignments.

2. To prepare managers for taking up higher responsibilities.

3. To develop a group of competent persons at all levels to meet future organisational requirements.

4. To help the managers in career progression.

5. To replace elderly executives, who are due for retirement, with highly competent and qualified professionals.

6. To enable the executives to think through the problems which may confront the organisation immediately or in the future.

7. To increase knowledge of business functions like sales, marketing, finance, production etc.

8. To develop responsible leadership.

Following are the major objectives of management development of an organization:

1. To increase the upward flow of managerial personnel.

2. To increase the effectiveness of individual and of organization itself.

3. To assist a manager in meeting the requirement of his position and to prepare him for handling critical assignments.

4. To prepare the managers for rapidly movement from job to job.

5. To make a manager engage in anticipating socialization where at each step he copies the values of those a step above him.

6. To develop in a manager executive ability to prepare him for a general management position.

What is Management Development – Importance

One of the most prominent areas of personnel management is the management development movement or the so-called managerial revolution which started since 1970 all over the world. Managerial revolution means management by competent and expert persons specialised in the various branches or areas of management. In India also we are steadily experiencing this managerial revolution. Management development is a continuing and continuous function in a dynamic business environment.

The importance of management development are:

1. Management or executive development is an organised and planned process and programme of training and growth by which individual manager or executive at each level of management hierarchy gains and applies knowledge, values, skills, insights and attitudes to manage workers and the work organisations effectively.

2. Executive talent is the most important asset of an organisation. It is not shown on the corporate balance sheet, but it influences appreciably the growth, progress, profits and the share values, than any other corporate asset.

3. Managerial asset is not costly to acquire. It is a low-cost resource with a high-profit potential. In reality, top management should give more thought and care to the acquisition, maintenance and growth of men and women who possess managerial talent and calibre than the thought and care given to planning and development of a plant or a product.

4. In the life of a corporation, present success is largely a product of three of top management actions taken in the past- (a) Scientific selection of the right people in the management cadre; (b) Placement of properly selected people in the right job; (c) Assurance that these properly placed managers could grow as per expectations and could meet both the needs of the organisation as well as their own needs.

5. In underdeveloped and developing countries, management is the single factor acting as the master-key for unlocking the forces of economic development.

6. No modern business can continue to be successful without planned attention to the growth and development of its managerial staff. Rapid expansion of technology demands numerous specialised and qualified employees to manage complex, sophisticated and dynamic business.

7. An institution that cannot produce its own managers will die. From an overall point of view the ability of an institution to produce managers is more important than its ability to produce goods efficiently and cheaply.

What is Management Development – 8 Principles Suggested for Guiding the Management Development

The planning for management development should be based on some principles. Walter S. Wikstrom has suggested some principles that guide the planning of development programmes. The following description is largely based on his article “Developing Managers; Underlying principles” and reprinted in the edited book ‘Reading in management’.

The following eight principles have been suggested for guiding the management development:

Principle # 1. Every Development is Self-Development:

It is true that a man accomplishes his development only for him. He cannot delegate it (development) to his subordinates. Therefore, if one is going to develop, he is developing himself. A man has his own personality. His qualities may either be assets or liabilities for his development as a manager. Therefore, a firm can only assist a man develop as a manager but the degree of development largely depends on the man himself.

Principle # 2. Activities should be Tailored to the Man:

Everyone in the world is different from the other in terms of character, abilities and potentialities. Actually, needs, desires, fears and values differ from individual to individual. The background, the present needs and prospect of a manager also be different from the other. A development programme that does not recognize the possibility of these individual differences cannot deliver the goods. Therefore a development programme must be flexible enough to accommodate each individual’s needs and learning abilities.

Principle # 3. Developing Requires Action:

Management development brings some changes to a person. But these changes do not take place automatically. The change is produced by some cause. The change comes because of the man’s perception and reaction to events. In other words, the development takes place because of some actions or reactions on the part of learner. It can be further concluded that if a person acts or reacts, he changes or develops but if he does not act or react, he can neither be changed nor developed.

Principle # 4. Control can Aid Development:

A management development programme calls for carefully defined objectives, planned procedures, a known time schedule and affection to costs, these would be controls against which the activities of the total company programme could be measured. On the other hand, control can also contribute to the development of individuals. If a person knows what he is going to learn, he can learn more effectively. His plans may guide his development activities and work as control against which his performance could be measured.

Principle # 5. Company ‘Climate’ Affects Development:

‘Climate’ is what a man is talking about when he says – “That’s the way things are around here.” It is the employees’ perception towards their company. It includes the company’s organization, its procedures, its policies and its programmes, etc. Company climate is a main determinant of how managers will develop. If a development programme is not designed, keeping in view the company climate, it will not provide the desired results. People learn from actions.

A man learn seeing the others doing the work what, he is required to do himself. In other words, a man learns much from the company climate and thus management development is greatly affected by the company climate.

Principle # 6. Influence of Boss is Crucial:

A man’s development is greatly affected by the influence of his immediate boss. It is boss who represents the company’s formal authority and who defines or interprets its policies and objectives. An employee gets his assignment from his boss. It is the boss who gives him opportunity to learn on and from job. Thus the boss plays a crucial role in management development.

Principle # 7. Development is a Line Responsibility:

A boss influence his subordinates’ development to a large extent. It means he has a responsibility for properly using the influence. He is responsible to determine the jobs and assignments of his subordinates in such a way that may provide them opportunity to develop.

Principle # 8. Development is a Long Range Process:

‘Development’ is a process of growth and change. No process occurs instantaneously; all occur over some period of time if the change is of any magnitude and if it is to persist. A man cannot be expected to mature faster. It takes time to bring the desired changes in the persons and thus management development becomes a long range process.

What is Management Development – Prerequisites for Success of Management Development Suggested by John C. Agathon

John C. Agathon, Director of management development, Celanese Corporation, New York, has mentioned some prerequisites for success of management development.

According to the author, management development will work well when it has support from all levels of management as evidenced by:

1. Statement in support of the corporation’s basic philosophy of management development.

2. Commitment of each company to attain announced objectives.

3. Adequate resources – Time, money, manpower.

4. Leadership through the personal involvement and example of the chief executive.

5. Collaboration of efforts between line and staff management.

6. A value and reward system that support attainment of management and organization development objectives.

7. Making it clear that everyone inline management has to do it- personnel department cannot do it.

What is Management Development – 2 Important Techniques: On the Job Techniques and Off the Job Techniques

There are two techniques are:

1. On the Job Techniques:

These are most widely used techniques. The success of these techniques depends on the immediate supervisor and how good a teacher he is. These techniques are useful for certain groups like scientific and technical personnel.

i. Coaching – In coaching the trainee is placed under a particular supervisor who acts as an instructor and teacher’s job knowledge and skills to the trainee. He briefs the trainees about job and guides them to correct their mistakes. The manager has an obligation to train and develop the subordinates working under him. One of the important limitations of this technique is that the individual cannot develop much beyond the limits as his own boss’s abilities.

ii. Job Rotation – The transferring of managers from job to job and from department to department in a systematic manner is called Job Rotation. The idea behind this is to give him the required diversified skills and a broader outlook, which are very important at senior level. Job rotation increases the co-operation and reduces monotony of work.

iii. Under Study – An under study is a person who is in training to assume at a future time, the full responsibility of the position currently held by his superior. The leadership skills can also be taught by assigning him the tasks supervising two or three people of the department.

iv. Multiple Management – Multiple Management is a system in which permanent advisory committees of managers study problems of the company and makes recommendations to higher management. It is also called junior board of managers system. These committees work is to discuss the actual problem and different alternative solution.

2. Off the Job Techniques:

i. The Case Study:

The trainees are given cases for discussion which are based on actual business situations of various organisation. After discussion they are asked to identify the hidden or supposed problems for which they have to suggest their own ideas of solutions. This exercise improves the participants’ decision making skills by improving their analytical and judging abilities.

ii. Incident Method:

This method was developed by Paul Pigors, Organisations use these methods for developing the intellectual ability, practical judgement and social awareness among trainee. This method is totally based on group. Incidents are prepared on basis of actual situations of different organisations. Each employee who are in the training group is asked to study the incident and after this in group all employee have to discuss the incident with their own decision regarding incident. This method is combination of case method and basket method.

iii. Role Playing:

In this method, a conflicting situation is artificially created and two or more trainees are assigned different roles to play. Role playing technique is generally used for human relations and leadership training. The whole play may be tape recorded and the trainee may thus be given the opportunity to examine his or her own performance.

iv. In Basket Method:

In this method each team of trainees is given the different files of correspondence of the business problems. These are also called business papers like reports, memo, telephone message and other papers which come across the table of the manager. The trainers are asked to study them, analyse them and make their comment on file. Then after 3 or 4 hour trainee is asked to respond to material. In this discussion between trainer and trainee, trainee describes the justification for the decisions. The trainer then provide feedback and those made decision little poor or unsuitable, encourage them to increase alternatives.

v. Business Game:

Under this scheme an atmosphere is created in which the participants play a dynamic role. Usually management games consists of several teams which represent competing groups. Each team consists of 2 to 6 persons. Each team has to make discussion and to arrive at decision concerning such as production, pricing, research expenditure. In this method trainee learn by analysing problems by using intuition and by trial and error type of decision. Anything wrongly done is corrected by the trainer.

vi. Grid Method:

It is a six phase programme lasting from three to five years. It starts with upgrading managerial skills, continues to group improvement, corporate planning, develops implementation method and end with evaluation phase. The grid represents several possible leadership styles.

vii. Conference:

A conference is a meeting of several people to discuss the subject of common interest in which member participate in oral discussion of a particular problem thus and develop their knowledge and understanding. The success of conference depend on the conference leader. Leader must be able to see the discussion is thorough and concentrated on central problem.

viii. Lectures:

It is simplest of all techniques. This is the best techniques to present and explain series of facts, and principles. The lecturer organising the material and gives it to a group of trainees in the form of talk. The lectures do not give scope for student participation and may sometimes be boring which in turn hinders learning.

What is Management Development – Programme: Elements, Objectives, Essential Ingredients, Designing and Directing & Phases

Elements and Objectives of MDP:

First of all, a company should estimate it’s short-term and long- term needs for management development. Then, it should decide how important will these needs be fulfilled.

It emphasizes the need of an effective development programme which should incorporate the following elements:

1. Organizational Planning – First of all, a company should decide its present and future needs for management development.

2. Programme Targeting – After having decided the needs for management development, the objectives of the development programme should be determined.

3. Finding out Key Position Requirements – In this step, the major requirements of certain executive positions are discussed.

4. Executive Appraisal – It involves timely evaluations of objectives, experience and work performance of executives. It helps in deciding “who is competent for further development and how much and what type of training should be given to a particular person.”

5. Making Replacement Inventories – A record should always be kept of positions and achievements of executives. It will help the organization in finding out competent replacement capacities.

6. Planning programmes for individual development.

7. Providing new blood for executive positions.

Therefore, the important objectives of a management-development programme are:

1. To give a method of systematic annual appraisal of all management personnel;

2. To give a common yardstick for managers to appraise their staff;

3. To give additional information to assist managers when they review salaries, make recommendations for promotion, transfer or reorganisation;

4. To identify those who are better suited for other posts; and

5. To meet the organisation’s needs for management succession and management manpower planning.

Essential Ingredients of the MDP:

The essential ingredients of the management development programme can be explained through the steps of management development process.

The important steps or ingredients of a management development programme are:

(i) Analysis of Organisations Present and Development Needs.

(ii) Appraisal of Present Management Talent.

(iii) Inventory of Management Manpower.

(iv) Planning of Individual Development Programme.

(v) Establishment of Development Programme.

(vi) Evaluation of the Programme.

(i) Analysis of Organisation’s Current and Future Developmental Needs:

The decision to launch a management development programme having been made, the next thing to do is a close and critical examination of organisations present and future developmental needs. We should know how many and what type of managers are required to meet the present and future needs.

An examination of the organisational structure in the light of the future plans of the organisation should help one know what the organisation requires in terms of functions, departments and executive positions.

Having got the above information it is easy to prepare the descriptions and specifications for all management positions which in turn, gives us the information as to the kind of education, experience, training, special knowledge, skills and personal traits required for each job.

A comparison of the existing talents plus those that can be developed from within those required to meet the projected needs will help the top management make a policy decision as to whether it wishes to fill those positions from within the organisation or from outside sources.

(ii) Appraisal of Present Management Talent:

In order to make the above suggested comparison, a qualitative assessment of the existing management talent should be made and an estimate of their potential for development should be added to that. Only then, can it be compared with the projected required talent.

(iii) Inventory of Management Manpower:

This is prepared to have complete information about each executive in each position. For each member of the management team, a card is prepared listing such data as name, age, length of service, education, work experience, training courses completed, health record, psychological test results and performance appraisal data, etc.

The selection of the individuals for the management development programme is made on the basis of the kind of background they possess. The management may set certain standards in terms of each of the above factors mentioned on the cards to qualify for the management development programme. Such information when analysed discloses the strengths as well as the deficiencies of managers in certain functions relative to the future needs of the organisation.

(iv) Planning of Individual Development Programmes:

Guided by the results of the performance appraisal which indicate the strengths and weaknesses of each of his subordinates the executive performs this activity of planning of individual development programmes. “Each of us has a unique set of physical, intellectual, emotional characteristics. Therefore, a development plan should be tailor-made for each individual.”

It would be possible to impart knowledge, skills and mould behaviour of human beings, but it would be difficult to change the basic personality and temperament of a person once he reaches adulthood stage.

(v) Establishment of Development Programmes:

It is the duty of the HR department to establish the well-conceived development opportunities.

The HR department has to identify the existing level of skills, knowledge, etc., of various executives and compare them with their respective job requirements. Thus, it identifies developmental needs and will establish specific development programmes like leadership courses, Management games and Sensitivity training.

The department may not be in a position to organise development programmes for executives at the top level as could be organised by reputed institutes of management. In such situations, top management deputes certain individuals to the executive development programmes organised by the reputed institutes.

Further the HR department must go on recommending specific individual and executive development programmes based on the latest changes and developments in management education.

(vi) Programme Evaluation:

Since management development programme involves huge expenditure in the form of money, time and effort, the top management of any organisation, naturally wishes to know whether it has got back worth the amount it has spent. All efforts made in the direction of finding out its worth, together may be called programme evaluation.

If the objectives of the programme have been accomplished, the programme can be said to be a success. But it is difficult to measure the changes or effects against objectives.

For example, a group of executives may attend a course in human relations, at the end of which their behaviour may be watched. It is difficult to notice the subtle changes in their attitudes and behaviour immediately after the programmes.

The effect of certain programmes can only be noticed in the long-run in a more general way, while the effect of certain other programmes may be noticed in the short-run in a specific way. The results of the programmes are measured against the specific current needs they are established for. Cost reductions, grievance reduction, improvement in report writing are only a few examples for the specific needs that may be established for.

Designing and Directing of MDP’s:

Many important issues as below need be considered at the time of designing and directing of such programme:

1. What should be the objectives of the programme.

2. What should be the programme content.

3. What should be the strategy of the programme.

4. What type of infrastructure-venue, physical facilities, ancillaries like meals and coffee arrangements. Faculty inputs. Reading Materials & Brochure, Bibliography etc., to be chosen.

The MDP Programmes are designed to:

1. Enhance the understanding of the participants regarding the Socio-Politic, Economic and Technical environment in which the organizations operate.

2. Expose the participants to the modem concepts and tools practices of management together with its behavioural aspects.

3. Provoke administrative thinking on managerial lines by motivating to prepare a paper on that aspect. This paper becomes a subject for mutual discussion and deliberation and much of the learning is transferred during those discussion silently.

4. Give a forum for sharing of knowledge and experience regarding practices of management in their parent organization.

5. Develop professional skills by Action Research and Project Study.

6. Develop the habit of reading and self-study for which they may not be accustomed.

7. Give an opportunity for mutual learning so that everybody becomes others’ teacher and pupil. This is possible only in group discussion approach.

Phases of MDP:

The focus of the MDP Programme should be conceptual but highly practice oriented.

The following important phases may be covered by the programme:

1. Management Concepts and Philosophy – The Management Process, the Organization Theory, Dimensions of Public Administration; Management Philosophies.

2. Management Techniques – Quantitative Approach like PERT/CPM; OR; MIS, Computer, Management Accounting.

3. Management Areas – Production, Finance & Personal.

4. Behavioural Aspects; Leadership style, MBO, Organizational – Development, Organizational Behaviour, Group Dynamics and Transactional Analysis, Motivation.

5. Development Administration – Project Management and Management of Agriculture Programme including Cost Benefit Analysis.

6. Economic Management – The Economic Environment & Planning and Management of Public-undertakings.

7. Special Projects for Management Studies – Management of Sick units, Socio-economic impact study; Problems of coordination in particular project; Organizational Analysis, Inventory Management etc.

8. Self-Study – Our of the bibliography given to them each participant may be asked to present a book-review by a lecture cum discussion approach.

9. Action Research – Participant may select any topic suiting their experience in the organization and may be asked to present a paper on that topic.

The programme content may be fixed and decided beforehand. In such a situation the Programme Director should interview each participant and find out what are his needs, and individual participant may be adjusted in field study/Project Study/Self-study. Alternatively as happens Internal Programmes, Programme content may reviewed every week and changed and restructuring be done accordingly.

Then the programme will be highly participants-oriented invoking deep ‘involvement’. This is possible only when the faculty is available on top and if the core faculty is mainly of outside guests, then weekly restructuring of programme contents is not possible.

However, the programme content as designed and prepared should as for as possible be rigidly followed in practice otherwise the credibility in the MDP programme contents is very much shaken.

What is Management Development – Need and New Perspective of Management Development Work in India

Need for Management Development Work in India:

Prior to India’s freedom, majority of the key management positions in the business organisations were controlled by the foreigners. There were a limited number of executives who were mostly trained abroad, but normally, they were not assigned to the key positions. In the business houses controlled by the Indians, the key positions were mostly reserved for the family members of the entrepreneurs. Again, there were exceptions, but the professional managers, by and large, were assigned to supervisory positions and as such, did not have enough opportunities to influence the policy-making of the organisations.

The Planning Commission, in its report on the Third Five Year Plan in India, mentioned that the key positions in the Indian controlled business enterprises were manned by personnel who did not have the requisite training and experience to handle their assigned tasks.

Indians, who were employed in the executive positions, mostly came from higher strata of society. They were mostly graduates from the foreign Universities. The local assistants were also recruited from the upper middle class. These were really prize posts, but the brilliant, graduates, normally, did not have a chance to compete, as the appointments were influenced a great deal by “Conventions”.

The atmosphere in the Indian business houses was not conductive to the development of professional managers. The main difficulties were related to “selection, which was based on haphazard methods and insecurity”. It was, therefore, natural that the best talents were not attracted to the business organisations. But, the situation, however, changed after Independence. The foreign and the Indian business houses were compelled to professionalise management-positions.

During the last 60 years, professional managers have come to occupy important positions in the hierarchy of Indian management. The mobility of managers is, now, a common feature. Meanwhile, hundreds pf young men have opted for professional managerial jobs and all of them are eager to succeed in their career. The need for management-education became more pronounced in India during the last twenty years.

However, majority of the companies, due to financial limitations, are not in a position to develop management-development programmes.

There appears to be a big gap between the needs of industries and the university courses. The outside agencies are also not well-equipped to conduct any comprehensive training programmes. Whatever specialised services available in the country are very expensive. Majority of the short term courses conducted by these companies are tailor-made induction-courses to meet the specific needs of the industries.

New Perspective for Management Development Work in India:

Experience over the last twenty years shows that India’s condition being so different because of various social, economic and political forms, grafting of all foreign concepts and techniques in the courses cannot be of much help in improving our managerial personnel. Therefore, something new should be evolved.

This may be done on the following lines:

1. In-company Training Work;

2. At the University Level;

3. At the Level of Management-Development Institutions; and

4. Improving Faculty and Training Methodology.

1. In-Company Training:

It is high time that we undertook a critical evaluation of qualitative aspects of in-company training activities on a massive scale. One gets the impression that, while some attention is being given to the problem, there is no integrated effort to analyse the qualitative benefits of in company training activities. The systematic analysis of feed-back information should be exploited much more than hitherto. While it requires to be more self-critical, it is dangerously easy to be smug about the so-called impact of management-development work.

2. At the University Level:

At the University level whenever a student undertakes thesis work, he should deliberately be discouraged from merely descriptive or narrative work. Our universities could provide a large fund of basic research-information which is, at present, sadly lacking. Such research work would lay a stable foundation to undertake more advanced work.

3. At the Level of Management-Development Institutions:

Institutions, such as the National Productivity Council, Indian Institute of Personnel Management, All India Management Association, Institutes of Management, Ahmedabad and Calcutta, and Administrative Staff Training College of India have a special responsibility for management-development work. These institutions should undertake a series of basic Research Studies which will attempt a careful scientific analysis of the Indian Managerial situation.

Some marginal efforts are under way. When some executives meet in a residential programme, one has ready access to, perhaps, the most important and real source of information on managerial concepts and practices. These information will give us better insights into the managerial problems in our country.

4. Improving Faculty and Training Methodology:

There is considerable scope for closer inter-action between University and Industry. Company executives must involve in the preparation of curricula, actual conduct of a course, evaluation and gradation of course-work. It will enable company executives in different functional areas to develop their pedagogic skills. Further, as a consequence, company executives would return to work with far greater insight into their own work and inter-related areas.

Western Training Methodology must be adopted. If we are to make case studies and syndicate meetings more effective, greater attention will have to be given to understanding the discussion method. Such work should commence early in one’s education.

If management development work in India is to conform to certain basic standards of professional excellence, it is important that certain minimum academic requirements and experience must exist before individuals are given the responsibility of directing management- development work. There appears to be a need for an All India Institute of Management Education.