MANAGEMENT DEVELOPMENT PROCESS AND TRAINING
A good training program is not static. It considers the training needs of managers in the present job and in the next job. It also takes into account broad enterprise needs and plans in the distant future.
Present Job: Manager development and training must be based on a needs analysis derived from a comparison of “actual performance” and behavior with “required performance” and behavior. E.g. if a District Sales Manager has decided that the selling of 1000 units is a reasonable expectation, but the actual sales are only 800 units. The gap result of 200 units can be analyzed and the cause of the deviation might indicate that the manager lack knowledge and skills for making a forecast and that conflict among subordinate managers. Manager is enrolled for courses in forecasting and conflict resolution.
Furthermore, “organization development efforts are undertaken to facilitate co-operation among organization units.
Next Job: The present competency is compared with the next job. For instance, the Accountant might be considered for the position of General Manager. This may require training in functional areas such as Engineering, Marketing and Production.
Thus the systematic preparation for a new assignment certainly is more professional approach than simply thrusting a person into a new work situation without training.
Future: Progressive Organization will require a forecast of the new competency that will be demanded by changing technology and methods e.g. when computer is being introduced. These new demand created by external environment have to be integrated into an enterprise plans which focus on the present and the future. These plans are contingent on the one hand on the training needs and on the other hand on various approaches to manager development that are available.