{"id":1063,"date":"2010-06-09T05:35:42","date_gmt":"2010-06-09T12:35:42","guid":{"rendered":"http:\/\/edandriessen.com\/?p=1063"},"modified":"2010-06-09T05:35:42","modified_gmt":"2010-06-09T12:35:42","slug":"management-development-makes-managers-better","status":"publish","type":"post","link":"https:\/\/edandriessen.com\/management-development-makes-managers-better\/","title":{"rendered":"Management Development Makes Managers Better"},"content":{"rendered":"

\"\"<\/a>In today’\u0080\u0099s fast-paced work environment, many managers are thrust into leadership roles without formal training.\u00a0 Their success, or lack of it, has a tremendous impact on profitability. A recent Gallup survey of more than 1 million employees found that the most prevalent cause for people leaving their jobs is their immediate supervisor and that poorly managed workgroups are an average 50 per cent less productive and 44 per cent less profitable than well-managed groups.<\/p>\n

Management development<\/a> can be used to improve poor management practices and leadership development at any point in the employee lifecycle.\u00a0 By keeping a record of your employees’\u0080\u0099 talents, skills and preferences, you will be able to help your managers become better managers.\u00a0 Management development will also help you effectively manage, motivate and retain your talent.<\/p>\n

With objective, quantifiable data about individual employees, you can make the best possible employee development and training decisions. By identifying employees who need improvement, the areas in which they need further development and the progress they have made toward improving the necessary skills, you can set your organization up for future success.\u00c2\u00a0 Management development works in three parts:<\/p>\n

First,<\/strong> is an extensive evaluation that is used to provide managers with multi-rater feedback<\/a> from those who observe their performance: their bosses, subordinates, and peers. This is an important process because increased awareness motivates managers to change the way they do their jobs.<\/p>\n

The second part<\/strong> is an analysis that alerts top management to potential managerial problems that can develop when managers’ goals are not in alignment with the goals of the organization. Having this information encourages leadership development on an individual level as well as across the enterprise. This information will also strengthens communication and builds stronger organizations.<\/p>\n

The third <\/strong>is an organized management development program<\/a> that addresses specific leadership skills identified in the survey as requiring improvement, enabling managers to pursue self-improvement in the areas most essential to improving their job performance. Consisting of 18 modules, managers create and complete a customized management development plan using modules. Unlike many courses and seminars, management training activities are integrated into a manager’s daily tasks.<\/p>\n

Management development is mainly used for professional training and evaluation of a manager’s job performance, but will also help your organization solve the following challenges:<\/p>\n

–\u00a0 Ineffective management practices<\/p>\n

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–\u00a0 Poor management performance,
\n –\u00a0 Poor communication
\n –\u00a0 Inadequate leadership
\n –\u00a0 Distrust of management
\n –\u00a0 Inability to delegate
\n –\u00a0 Low motivation
\n –\u00a0 Lack of commitment
\n –\u00a0 Stagnation of ideas and status quo
\n –\u00a0 Low performance standards
\n –\u00a0 Workplace conflicts<\/p>\n

Management development measures the following competencies:
\n –\u00a0 Communication
\n –\u00a0 Leadership
\n –\u00a0 Adaptability
\n –\u00a0 Relationships
\n –\u00a0 Task management
\n –\u00a0 Production
\n –\u00a0 Development of others
\n –\u00a0 Personal development
\n –\u00a0 Listening to others
\n –\u00a0 Processing information
\n –\u00a0 Communicating effectively
\n –\u00a0 Instilling trust
\n –\u00a0 Building personal relationships
\n –\u00a0 Delegating responsibility
\n –\u00a0 Adjusting to circumstances
\n –\u00a0 Thinking creatively
\n –\u00a0 Providing direction
\n –\u00a0 Facilitating team success
\n –\u00a0 Working efficiently
\n –\u00a0 Working competently
\n –\u00a0 Taking action
\n –\u00a0 Achieving results
\n –\u00a0 Cultivating individual talents
\n –\u00a0 Motivating successfully
\n –\u00a0 Displaying commitment
\n –\u00a0 Seeking improvement<\/p>\n

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Jim Sirbasku is co-founder and CEO of Profiles International, a leading provider of human resource management solutions and employment assessments for businesses worldwide. For more information about using assessments for management development<\/a>, visit our website.<\/p>\n<\/div>\n

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