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Management Development

Management Development. In The Private Sector. Management Development. Change culture Management style Development key decision makers Prepare for future business Merge two or more cultures Link to new competencies Promoting the organisation.

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Management Development

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  1. Management Development In The Private Sector

  2. Management Development • Change culture • Management style • Development key decision makers • Prepare for future business • Merge two or more cultures • Link to new competencies • Promoting the organisation

  3. Document Reproduction Company(Line Management Development) • “Learn From Experience” • Aim to drive for operational excellence and retention • Series of knowledge briefings • Various subjects, e.g. coaching, motivation, performance management, change management and leadership • Various locations in the company

  4. Engineering Company(Organisational Development) • Traditional Development Centre • 360 degree feedback appraisal • Myers Briggs Type Indicator Personality Questionnaire • Emotional Intelligence Questionnaire • Financial Appraisal Analysis • Competency Based Interview • Business Subject Presentation

  5. Financial Services Company(Leadership Development) • To encourage excellence and rid themselves of the tolerance of mediocrity? • To identify and develop ways to improve decision making, in particular financial decisions? • To create an organisation which works with pace, confidence, passion - and style? • To mobilise teams to improve business performance? • To develop the will to improve the organisation, improve it some more, and then improve it AGAIN?

  6. Leadership Competencies • Set Direction • Mobilise Groups • Make Decisions • Drive Improvements Leadership Learning & Development Leadership Day 360 Degree Feedback Personal Development Plan

  7. Generic Routes • Belbin Team Profiles • Coaching • Mentoring • MBA • 360 Degree Appraisals • Emotional Intelligence

  8. Approaches • In house • Consultants • Profession institutions

  9. Personal Development Plans • Formal/Informal • Guided/Unguided • Open/Close • Ownership/Support • Area for development • When to be developed by • What is involved • Who is to be involved • To be achieved by

  10. Best Practice • Communication is key • Involvement • Ownership • Linkages to other business objectives • Benefits for the individuals concerned • Career opportunities within the organisation • Continuous support

  11. Practical Exercises • Objective setting • Outside comfort zone • Belbin team profiles

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