Management Development Introduction

Management Development Introduction– 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. It is concerned with improving the performance of the managers by giving them opportunities for growth and development.

Role of the Organization: “The role of the company in management development is to establish the programme and the development opportunities for its present and potential managers. Just exposing the employees to lectures, case studies, readings, job rotation, assignments and the like does not guarantee that they will learn. What is more important is the effort of the individuals. Each individual has to make his own contribution to the development of himself, as others can only create the opportunity. The saying “We can take the horse to the water but we cannot make it drink” cannot be forgotten here.

“Executive development is eventually something that the executive has to attain himself. But he will do this much better if he is given encouragement, guidance and opportunity by his company. The role of the company is to provide conditions that accelerate the growth. And these conditions should be part of the organizational climate itself, in order to be away from the unrealistic expectation that we can create and develop managers only in classroom.

Who is a Manager and What Does He Do?: The word manager has been used to mean people at different levels of hierarchy. To some, the tern means only the top man at the top rung o the ladder. To others a manager is any person who supervises others. But in fact to be did not call a manager one has to be at the top of the organization, nor should one necessarily supervise others. All those who perform all or some of the basic functions of management to some degree regularly or occasionally can be called managers. Needless to say that their actions have significant impact on the performance of the part or whole of the organization so a scientist who keeps himself to the laboratory is as much a manager as a foreman who supervises a group of workers. Even a worker may be considered a (potential) manager for the purpose of management development, one of the objectives of which is to create management succession.

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