View source for Social:Management development

'''Management development''' is the process by which managers learn and improve their management skills.<ref name="Cannell.M 2008">Cannell.M. [http://www.cipd.co.uk/subjects/lrnanddev/mmtdevelop/mngmntdevt.htm Management Development factsheet.] London. CIPD (November 2004 - rev 2008)</ref>

== Background ==
In organisational development, management effectiveness is recognized as a determinant of organisational success. Therefore, investment in management development can have a direct economic benefit to the organisation. In 2004, the money spent per year per manager on management and leadership development was £1,035, an average of 6.3 days per manager.<ref>Chartered Management Institute</ref>

== Approaches to management development ==
* Dysfunction analysis
* Mentoring
* [[Social:Coaching|Coaching]]
* [[Social:Job rotation|Job rotation]]
* Professional development
* [[Finance:Business workflow analysis|Business workflow analysis]]
* Upward feedback<ref>{{Cite journal|last1=Dierendonck |first1=Dirk Van |first2=Clare |last2=Haynes |first3=Carol |last3=Borrill |first4=Chris |last4=Stride |year=2007|title=Effects of upward feedback on leadership behaviour toward subordinates |doi=10.1108/02621710710732137|journal=Journal of Management Development|volume=26|issue=3 |pages=228–238 |url=http://eprints.whiterose.ac.uk/86740/1/Van%20Dierendonck%20Haynes%20Stride%20-%202007%20-%20Effects%20of%20upward%20feedback%20on%20leadership%20behaviour%20toward%20subordinates%20-%20The%20Journal%20of%20Management%20Development.pdf }}</ref>
* [[Finance:Executive education|Executive education]]
* Supervisory training

== Purpose of management development ==

Managers are an integral part of the decision-making processes of organizations.<ref>{{cite web |url= http://www.hup.harvard.edu/catalog.php?isbn=9780674328037 |title= The Functions of the Executive: 30th Anniversary Edition| publisher = Harvard University Press|access-date= May 6, 2012}}</ref> Therefore, management development is a crucial factor in improving their performance. A management development program may help reduce employee turnover, improve employee satisfaction, better able a company to track manager performance,<ref>{{cite journal |last1=Choi |first1=Youngsoo |last2=Dickson |first2=Duncan R. |title=A Case Study into the Benefits of Management Training Programs: Impacts on Hotel Employee Turnover and Satisfaction Level |journal=Journal of Human Resources in Hospitality & Tourism |date=8 December 2009 |volume=9 |issue=1 |pages=103–116 |doi=10.1080/15332840903336499|s2cid=154859131 }}</ref> improve managers' people management skills, improve management productivity and morale, and prepare managers for technological change.<ref>{{cite book |last1=Hu |first1=Deyu |title=Proceedings of the 2017 ACM SIGUCCS Annual Conference |chapter=Building an In-house Leadership and Management Development Program |date=October 2017 |pages=15–18 |doi=10.1145/3123458.3123484|isbn=9781450349192 |s2cid=24784339 }}</ref>

== Action learning ==
Many management qualifications now have an [[Engineering:Action learning|action learning]] element. Action learning asserts that individuals learn best from hands-on experience.

== Coaching ==
Coaching is a teaching, training or development process in which an individual is supported while achieving a specific personal or professional result or goal. Coaching is an effective learning tool that affects the bottom line and productivity, as well as intangible benefits. It aids in the improvement of individual performance, tackles underperformance, and aids in the identification of personal learning needs.

== Management education ==
One of the biggest growth areas in UK education since the early 1980s has been the growth of university-level management education.{{citation needed|date=February 2017}} In addition to weekly part-time attendance at college/university, many students employ distance learning. The number of UK business schools grew from two in the early 1970s, to over one hundred providers.

== Selection on the basis of psychological traits ==
A study of oil-industry middle-management in Iran suggests advantages in selecting middle managers on the basis of self-reliance, self-efficiency, building [[Philosophy:Trust (social science)|trust]], and legal attitude.<ref>
{{cite journal
| author1               = Alborz Maghtader Mansouri
| author2               = Ghlamreza Rahimi
| author3               = Nader Bohluli
| author4               = Ferhad Nezhad Irani
| title                 = Identifying psychological traits of middle managers in the oil industry
| url                   = https://books.google.com/books?id=Lys4EAAAQBAJ
| journal               = International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies
| publication-date      = 1 July 2019
| volume                = 10
| issue                 = 8
| page                  = 1088
| issn                  = 1906-9642
| quote                 = [...] the psychological characteristics of the middle managers in the society under investigation were identified in this research, in four categories of self-reliance, self-efficiency, building trust, and legal attitude in the mentioned population. [...] it is suggested that policy makers and decision makers in the oil industry pay attention to select middle managers who have the above-mentioned characteristics.
| access-date           = 11 April 2023
}}
</ref>

== Management development programme ==
Large corporates and management institutes conduct management-development programmes<ref name="Management Development Programmes">{{Cite web|url= https://www.gse.harvard.edu/ppe/program/management-development-program-mdp|title=Management Development Program (MDP)|publisher= www.gse.harvard.edu|access-date= February 23, 2017}}</ref> (MDP)<ref name="MDPs">{{Cite web|url= http://indiatoday.intoday.in/education/story/iim-a-mdps/1/366139.html|title= IIM Ahmedabad: 11 new Management Development Programmes|publisher= indiatoday.intoday.in|access-date= February 23, 2017}}</ref><ref name="MDP">{{Cite web|url= https://www.unisa.ac.za/sites/sbl/default/Programmes/Short-learning-programmes/Management-Development-Programme-(MDP)|title= Management Development Programme (MDP)|publisher= www.unisa.ac.za|access-date= August 20, 2020}}</ref> in order to enable current and prospective managers to develop an understanding of management concepts, practices, approaches and perspectives. The participants receive an immersive learning experience, are encouraged to provide insights on situational problems, and are exposed to the views of other participants in their group. Through this process, they gain [[Problem solving|problem-solving]] skills and [[Philosophy:Analytic reasoning|analytical-thinking]] abilities.

== See also ==
* [[Organization:Chartered Institute of Personnel and Development|Chartered Institute of Personnel and Development]]
* Chartered Management Institute
* Institute of Leadership & Management
* [[Social:Leadership development|Leadership development]]
* Training & Development

== References ==
{{reflist}}

{{Management}}

[[Category:Human resource management]]

{{Sourceattribution|Management development}}