Management Development – What Is It?
Many people believe that management and leadership are two interchangeable entities, however they are not. Managers need development in both areas to be highly effective, but the two subjects cover very different aspects of a manager’s role. Management and leadership are defined as:
o Management: Is the act of directing a group of people for the purpose of coordinating and harmonizing the group towards accomplishing a goal beyond the scope of individual effort
o Leadership: The ability to lead, including inspiring others in a shared vision, towards the achievement of organisational goals
As the two definitions show, both management and leadership activities are important aspects of a manager’s role. In today’s business culture if employees are lacking the skills needed there are many options available for development.
Development within organisations has grown enormously over the past decade, with management and leadership being two of the key areas. The main reason for the increase in demand has been the growing trend to promote from within; this leads to better staff retention and engagement as well as lowering recruitment costs.
Management, as with all development areas, was initially quite a narrow subject, which led to important issues being left unaddressed. The range of management courses that are now available across the learning and development market is easily into the thousands.
This is great news, so whether a performance management programme is required or there is a need for discipline and grievance training, there are options available and accessible for any organisation.
A popular and growing option for management development is to use bespoke courses specifically built around the organisation’s needs. At first, the prospect of finding or designing a course can be quite daunting, however learning and development specialists like Righttrack Consultancy are here to help the selection process.
It is common knowledge that management development is incredibly important. Righttrack Consultancy, who have over 20 years’ experience in the learning industry, believe the top 5 main benefits that management development brings an organisation are:
o Higher levels of motivation
o Increased team spirit
o Increased levels of understanding of the organisation’s goals and vision
o Lower staff turnover and absence levels
o A change in organisational culture
Management development, if done properly, can bring great changes and rewards for both the trained employees and the organisation. Having said this many organisations do not fully utilise learning and development specialists, like Righttrack, as they have already decided what would be the best cause of action.
This is a huge waste and results in some organisations, cutting their nose off to spite their face, as they feel they know best. So next time a management development opportunity crops up, why not ask a specialist what they suggest without any preconceptions? After all this is what they do day in, day out.
Shaun Parker
http://www.articlesbase.com/management-articles/management-development-what-is-it-348268.html
Leadership Development is a Matter of Perspective
My friend John has cancer. Has for a couple years now.
I hadn’t talked to him in several weeks. So I called him at home and his wife picked up the phone.
I heard her say; ‘John and his two sons and his dad are in South Dakota hunting. It will be his last pheasant hunting trip.’
Ugh. My heart sank. I feared the worst. John’s condition must have taken a bad turn and he’s doing something he loves while he still can.
‘I see,’ I choked out, ‘how’s he feeling?’
‘Good. He went to his specialist in Houston and the cancer is not getting bigger. It’s not getting smaller, either.’
OK, I thought, that sounds pretty good. But I was ready for the hammer to drop with her next sentence.
‘And his new medication is working well and has no real side effects,’ she continued.
‘Great,’ I said, feeling still heavy but getting lighter.
Then I took the courageous step that was needed: ‘Then why is it his last hunting trip?’
‘Oh,’ she said, ‘it’s not HIS last trip, it’s his dad’s. John’s dad is really sick.’
It was one of the few times I’ve been happy to hear about someone being sick. John’s dad is about 90 and has lived a phenomenal life. At some point we all run out of time.
John still has time (at least with his cancer—he of course could be dead as I write this from some other cause).
I had been so locked in on John’s health that I didn’t really hear what his wife said. When I played it back in my mind sure enough she’d said it was his dad’s last trip, but I didn’t hear it that way.
I was locked in a paradigm; a particular perspective. So focused on John, worried that he might be doing worse, I mis-heard what his wife actually said.
This is not uncommon for me.
This is not uncommon for you.
The problem is we don’t know it’s happening. If we knew we were missing something because we were stuck in a certain perspective we wouldn’t be stuck in that perspective!
In our book, Who Will Do What by When?, (a leadership development fable in the style of “5 Dysfunctions of a Team”) a new leader, Jake, is stuck in a perspective on his staff that is dis-empowering. He thinks they are no good—and guess what? They are!
Through leadership training and coaching, Jake sets out to change his mind.
One of the most common errors we make as humans is to think our opinions and judgments are the Truth.
They aren’t.
Information comes into our brains and we process it and form our judgments and opinions.
Major breakthroughs in performances don’t come from incrementally gaining new skills, but in breaking through our limiting perspectives.
More poetically (Marcel Proust):
‘The true journey of discovery does not consist of searching for new territories but in having new eyes.’
There are many ways to develop “new eyes.”
For this article, I’ll simply remind you that you, like me, are stuck in a perspective. And as a leader, that’s dangerous.
Your takeaway homework—write down a list of each of your direct reports. Then write down what you think of each person. What’s your bottom line assessment of “how they are” as people and performers. Then challenge your perspectives—are they really the Truth?
Tom Hanson
http://www.articlesbase.com/coaching-articles/leadership-development-is-a-matter-of-perspective-70398.html
FedEx Lemmings to Leaders Commercial
For more, go to www.commercialjudge.com or to www.fedex.com
This is a pretty funny commercial based on the little creatures that are known for blindly following each other off cliffs, etc.
Duration : 0:0:30
Effective Entrepreneur Characteristics | Leadership Development
http://www.takeyourinfo.com/entrepreneur — On this video, you’ll find great tips on effective entrepreneur characteristics. Offers a single source on effective entrepreneur characteristics related issues, topics and guide.
Duration : 0:2:56
does Mr 0bama need to take some classes in leadership and management development?
No, too late! Nothing can help him now.
Leadership Development For Managers
Research has shown that 80% of every organization investments is spend to improve the human capabilities and promote their interests and 20% of the investments are spend for technological upgrading and production improvements. Entering today the new advanced management practices of knowledge management, investment through people is divided to three general categories.
1. LEARNING ON THE JOB: To develop leadership on the job requires that employees take jobs or project assignments that include leadership responsibilities. Early in a person’s career, working as an individual contributor on team projects provides many opportunities for learning effective leadership. Being a project leader allows an employee to use different types of power and observe how people react to employees attempts to influence them. Team leaders can also ask team members for candid feedback and suggestions for improvement. The rest of the team members can also learn, by observing the relationship between the leader and the team and by practicing the use of referent and expert power.
2. FORMAL ASSESSMENT AND TRAINING: Many organizations ensure that their most talented employees receive formal leadership assessments and attend leadership training programs. These can be conducted in the organization’s own educational facilities, at a college or university, through a computer simulation program managed by human resource companies that play the trainers’ role. Regardless of location, formal assessment and training programs include evaluation of the individual’s current approach to leadership and provide educational experiences designed to improve the individual’s effectiveness as a leader.
3. COACHING AND MENTORING: Whether held at a college campus or at corporations’ premises, most formal leadership development programs take place in traditional classroom settings. Leaders who prefer a more personal approach can hire a personal leadership coach or work with a mentor. Personal coaches can provide an intensive leadership development experience. But they can be quite costly. Few people can afford this method of leadership development. For many managers, having a mentor is more feasible. Mentors are often supervisors or senior colleagues in an organization who provide advice and guidance about a variety of career-related concerns. They can help a manager understand how others respond to his or hers behaviors and point out weaknesses or blind spots. They also serve as role models that a manager can emulate and provide valuable advice concerning the styles of leadership favored in an organization. Finally, they assist a manager in developing leadership capabilities by helping the manager find assignments that will foster on-the-job learning.
Jonathon Hardcastle
http://www.articlesbase.com/affiliate-programs-articles/leadership-development-for-managers-62349.html
Executive leadership development course
http://www.managementandleadershipdevelopment.com Executive leadership development. Click the link to get your FREE special report of 7 Strategies to Achieve Management and Leadership Excellence!
Duration : 0:0:37
Award for a Leadership Development Program
Why do organizations come together every year at the 2005
Excellence Fair held by the Professional Association for
Computer Training?
It is because something worked well for an organization and
valuable information needs to be shared. This year at the 2005
Excellence Fair it was Cargill, the international food provider
(located in over 59 countries), that was recognized for their
Transition into Leadership curriculum that helps employees
transition into leadership roles.
So, what is it about Cargill’s leadership curriculum that has
led to such great success? It began when Cargill recognized that
great team members also make great leaders. But, the insights,
skills, and vision needed to be an effective leader must be
developed, practiced, and learned over time.
As such, the focus of Cargill’s leadership development program
is to provide new and aspiring leaders with the skills required
to confront the challenges and opportunities that a leadership
role entails. In the program, aspiring and new leaders learn how
to guide, empower, and assist the efforts of others towards
greater success. These newly developed leaders are instructed on
how to lead people, make a difference in their work, and fulfill
leadership expectations. So how is this leadership development
program different from all of the others? This program provides
new leaders with the key tools for leading effectively, while at
the same time making the program specific to the development
needs of each attendee. Most programs on the market do not focus
on the transformation process aspiring leaders must go through
to maximize their effectiveness.
The Transition into Leadership curriculum was designed to:
Introduce the best ideas and practices in leadership
today
Identify the significant differences between leadership
and management
Determine the participants own leadership strengths and
areas for improvement
Develop and practice sound leadership skills and
abilities
Learn “best practices” through close affiliation with
other Cargill leaders
Communicate effectively and reinforce, mission, goals,
and vision
Take accountability for business results and team
member development
Embrace change and challenge the comfort zone of team
members
Cargill’s leadership development program places great
importance on their employees and know that they are the key
part of a successful future. As a result they seek the best
programs in order to create development opportunities for their
employees and leaders around the world.
Cargill selected CMOE to partner with them in the development
and implementation of the Transition into Leadership program. At
the Center for Management and Organization Effectiveness we have
been helping Cargill to create, develop and implement their
Transition into Leadership program and fulfill a variety of
training needs.
The past 27 years CMOE has been instrumental in designing
leadership development programs for multinational organizations.
We help our clients improve the leaders of today and help create
the leaders of tomorrow.
Chris Stowell
http://www.articlesbase.com/careers-articles/award-for-a-leadership-development-program-682.html
Why choose experiential learning
Learning by doing
ABAMI recognise that we learn best by doing rather than by listening and reflect this in all of our learning and development programs.
Proven to have the greatest impact on adult learning, experiential learning is where learning and development are achieved through personally determined experience and involvement – similar to that of a child learning by their first experiences.
We remember approximately 20% of what we hear, 30% of what we see and 90% of what we see, hear, discuss and practice.
Experiential learning is regarded as fundamental in the understanding and explaining of human behaviour, this learning by doing creates an environment for observable behaviour engaging participants in very interactive, experiential exercises, business simulations and outdoor challenges. Learning is achieved through skillfully facilitated, delegate-led discussions providing immediate feedback on ability, performance and the effectiveness of the experience. Learning is then transferred into positive and productive behaviours and actions in the workplace with participants returning to work with acquired skills they can immediately put into practice to improve their job performance and the bottom line of the business.
The experiential learning process:
Experience the activity and learning by doing.
Share the results, reactions and observations publicly.
Process the discussion, looking at the experience, analysis and reflection.
ABAMI learning and development programs are designed for executives, management and employees, groups at every hierarchal level and of all sizes; for mixed groups or separately for men and women with programs running from one to six days.
Providing open and customized in-house learning workshops, ABAMI specialize in the design and delivery of class-based and activity-based programs covering leadership development, personal development, team development, bespoke solutions and conferences, winning strategy and conferences.
Duration : 0:2:13
What are the recent developments in organisational leadership?
Recent Research outcomes are needed
Visit this sites:
http://arjournals.annualreviews.org/doi/abs/10.1146%2Fannurev.so.07.080181.001541
http://en.wikipedia.org/wiki/Organization_development