Management Development (MD) is the process of identifying knowledge, skills and behaviors needed by managers to support and achieve organizational goals. Management Development happens informally and formally and if neglected or poorly planed, results in damage to an organization and reaches far beyond the single manager. Leadership Development has been the focus of many training programs and has begun to be scrutinized after a series of corporate collapses and unethical behavior exhibited by executives. There are differences between MD and Leadership Development, however there is doubt to the effectiveness in splitting the duties into differing activities and people. The history of Management Theory illustrates the influences of MD and it’s adaptation to the dynamic condition of the workplace. Contemporary theories of management are helping organizations deal with the changes needed for success in the future. Management Development born from the contemporary theories are enhanced by (intentional or unintentional) corporate transparency, increased awareness of the benefits of corporate responsibility and the pace of communication technology.
Management Development (MD) is an element of both Organizational Design and Human Resources Development and is based in the theory of improving human capital within an organization. As organizations grow, adapt and expand they need to ensure management has the skills and competencies to meet changing needs. Management Development is more accurately described as the process rather than an event. By identifying the knowledge and skills managers and potential managers need to meet organizational requirements, not only do long-term development programs effectively enhance a manager’s professional development but also support organizations endurance in today’s marketplace. The focus of MD is on both individual and organizational performance improvement and ideally promotes an amalgamation of the two. MD can be formalized, as with a defined process, may include seminars; classes or formal training or MD can be informal such as mentoring and day-to-day activities. Formalized training can be made of many levels and can range from specific technical aspects of organizational operations to general management skills. While both formal and informal processes may focus on specific skills, values and behavioral changes may also be part of the education. Although informal MD will happen regardless, it can and should be developed thoughtfully and strategically with organization needs in mind. Deliberate management development is critical to improve logistical operations, quality and financial advantage. Because there is a direct correlation between an organization’s overall success and the competence of it’s managers, MD is vitally significant to the health of an organization. Nurturing and promoting the skills and competencies necessary to improve business performance is imperative. By investing in the development of managers, leaders also invest in the performance of everyone they manage. As business needs change, incumbent managers need training just as do new managers coming into the organization or who are new to managerial duties. According to a new CareerBuilder survey of United States employees in 2010, “more than one-quarter (26 percent) of managers said they weren’t ready to become a leader when they started managing others. Fifty-eight percent said they didn’t receive any management training” (Grasz, 2011). Why should organizations care about Management Development? The results of ineffective or effective management is magnified and amplified like a virus, if this level of an organization is neglected, the effects will be extensive. Struggling managers result in unhappy employees who will perform at a less than ideal level which will result in reduced customer satisfaction and deficient overall...
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