Management development is a field of study and practice that focuses on developing the skills and abilities of managers and leaders in organizations. This can include training programs, workshops, coaching, mentoring and other forms of learning and development activities. The goal of management development is to help managers and leaders improve their performance and effectiveness, and to help organizations achieve their goals and objectives. It usually covers a wide range of skills and competencies, including leadership, communication, decision-making, problem-solving and strategic planning. Management development also goes hand in hand with Succession Planning.
The steps involved in management development can vary depending on the specific needs and goals of an organisation, as well as the methods and techniques used in the development program. In general, the following steps are commonly involved:
- Identifying the development needs of managers and leaders in the organisation, based on factors such as their current skills and competencies, their job responsibilities and the goals and objectives of the organisation.
- Developing a plan for the program, including the specific goals, objectives and activities that will be included.
- Selecting and implementing appropriate methods and techniques for the development program, such as workshops, training courses, coaching, mentoring and experiential learning activities.
- Providing managers and leaders with the support and resources they need to participate in the development program, such as time, budget and access to training materials and experts.
- Evaluating the effectiveness of the development program, using metrics and feedback, to determine whether it is meeting the needs of managers and leaders, and making necessary adjustments to the program.
There are several different models that organisations can use to design and implement their programs. Some common models include:
- The 70-20-10 model, which suggests that managers and leaders develop skills and competencies through a combination of on-the-job experiences (70%), interactions with others (20%) and formal learning experiences (10%).
- The action learning model, which emphasises the importance of learning through experience and reflection, and involves managers and leaders working on real-world projects and problems.
- The developmental network model, which focuses on the importance of relationships and connections in the development process, and encourages managers and leaders to build networks of mentors, colleagues, and other individuals who can support their learning and development.
- The competency-based model, which focuses on identifying specific competencies or skills that are important for managers and leaders to develop, and designing development programs that help them acquire these competencies.
Overall, the choice of a management development model will depend on the specific needs and goals of an organisation besides the preferences and learning styles of the participants.