Formal approaches to management development are inappropriate, say some advocates. This work provides a description and evaluation of formal and informal management development methods and their roles within management development programmes. In order to verify whether formal development is inappropriate this work supplies recommendations considering management development programmes with reference to critical success factors.
Table of Contents
- Introduction
- Developing Managers and Theoretical Approaches
- The Effectiveness of Management Development Methods and Their Roles
- Concluding Recommendations for an Effective Management Development Programme
Objectives and Key Themes
This work aims to evaluate formal and informal management development methods and their roles within management development programs. It seeks to determine if formal development methods are truly inappropriate, providing recommendations for effective programs based on critical success factors.
- Formal vs. Informal Management Development
- Effectiveness of Various Management Development Methods
- The Role of Competency Frameworks in Management Development
- Theoretical Approaches to Strategic Management Development
- Critical Success Factors for Effective Management Development Programs
Chapter Summaries
Introduction: This chapter introduces the central question of the work: whether formal approaches to management development are inappropriate. It sets the stage for an evaluation of both formal and informal methods, ultimately aiming to provide recommendations for effective management development programs by considering critical success factors.
Developing Managers and Theoretical Approaches: This chapter explores the multifaceted nature of managerial work and the challenges in defining what constitutes a manager. It examines the evolving role of managers in contemporary organizational structures, emphasizing the need for management skill development. The chapter introduces different theoretical approaches, notably Burgoyne's model (six steps of development maturity) and the Mumford model (distinguishing between and integrating formal and informal development), to frame the understanding of effective management development.
The Effectiveness of Management Development Methods and Their Roles: This chapter delves into the effectiveness of formal management development methods, differentiating between on-the-job and off-the-job approaches. It examines specific on-the-job methods such as job changes (promotions, secondments, rotation), job enrichment (delegating extra work), and within-the-job development tools like mentoring. The chapter analyzes the advantages and disadvantages of each method, considering their suitability for individual versus tailored management development programs. The discussion highlights the importance of considering factors such as stress, potential distractions to ongoing organizational processes, and the time commitment required by senior managers for mentorship. Off-the-job development methods, including in-house and in-school courses (such as MBAs), are also briefly introduced.
Keywords
Management development, formal development, informal development, competency frameworks, managerial effectiveness, on-the-job training, off-the-job training, mentoring, job enrichment, strategic management development, critical success factors, organizational structures.
Frequently Asked Questions: A Comprehensive Language Preview of Management Development
What is the overall purpose of this document?
This document provides a comprehensive overview of a work evaluating formal and informal management development methods and their roles in management development programs. It aims to assess the appropriateness of formal methods and offer recommendations for creating effective programs based on critical success factors.
What topics are covered in the Table of Contents?
The document covers: an Introduction, an exploration of Developing Managers and Theoretical Approaches, an analysis of The Effectiveness of Management Development Methods and Their Roles, and concluding Recommendations for an Effective Management Development Programme.
What are the key objectives and themes explored?
Key themes include a comparison of formal versus informal management development, an evaluation of the effectiveness of various methods, the role of competency frameworks, theoretical approaches to strategic management development, and critical success factors for effective programs.
What are the main points of each chapter?
Introduction: Introduces the central question of whether formal management development approaches are inappropriate and sets the stage for the evaluation.
Developing Managers and Theoretical Approaches: Explores the multifaceted nature of managerial work, examines the evolving role of managers, and introduces theoretical approaches like Burgoyne's and Mumford's models to understand effective development.
The Effectiveness of Management Development Methods and Their Roles: Delves into the effectiveness of formal methods, differentiating between on-the-job (job changes, enrichment, mentoring) and off-the-job (courses, MBAs) approaches, weighing their advantages and disadvantages.
What keywords are associated with this work?
Key words include: Management development, formal development, informal development, competency frameworks, managerial effectiveness, on-the-job training, off-the-job training, mentoring, job enrichment, strategic management development, critical success factors, organizational structures.
What types of management development methods are discussed?
The document discusses both formal and informal methods. Formal methods include on-the-job approaches like job changes (promotions, secondments, rotation), job enrichment, and mentoring, as well as off-the-job approaches such as in-house and external courses (including MBAs).
What are the key findings or recommendations (as previewed)?
The document previews recommendations for effective management development programs based on an evaluation of the effectiveness of formal and informal methods and an identification of critical success factors. Specific recommendations are not detailed in this preview.
Who is the intended audience for this document?
The intended audience is likely academics and professionals interested in management development, organizational learning, and human resource management.
- Citar trabajo
- Hauke Barschel (Autor), 2004, Analysing Formal and Informal Management Development, Múnich, GRIN Verlag, https://www.grin.com/document/23760
