EXECUTIVE DEVELPOMENT STRATEGIC VIEW

Tej Ratnam Rawat, Research Scholar

Dr. Bhavna Johri, Lecturer, Baikunthi Devi Kanya Mahavidyala, Agra

ABSTRACT
Management in every organization is the guiding force which
leads the organization towards the achievement of the desired goal that
ultimately contributes to the value creation in the mind of consumers,
satisfaction for the owners and employees. It is the management that
formulate over all policies and broader objective for the growth of the
organization feels motivated towards achieving the desired objectives and in
fulfillment of the mission of the organization.

INTRODUCTION

In today's competitive world, executives constituting management

must be very dynamic skilled, efficient, visionary, creative, inspiring, team
players, effective decision - makers and above all leaders and change agents.

Given the dynamism and potential of Indian market changing pattern

of consumer demand and preferences and product options available to the
consumers in the market, the only focus for growth today is higher level of
customer satisfaction. Service industry, like banking where the product is
intangible, personal interaction is the key of marketing. Executive of the
industry need to be very efficient and very creative and highly visionary.

Indian executives, especially of service sector organisations are required to

respond to the challenges posed by Liberalisation, Privatisation and
Globalisation (LPG) policy of the government. Moreover, Indian Executives
are expected to take the organisation to the global standard of performance.
Last decade has shown many changes in the attitude of senior executives and
they are responding very effectively to the changes.

EXECUTIVE DEVELOPMENT

Executive development aims at improving executives performance,

show its concern for human dignity, aesthetic growth and a quest for
excellence. Executive development is a continuous process and this requires
a conductive environment in the organisation. There are many factors that
affect this process of executive development. These factors are basic
requirements for executive development process.

Executive development is a continuous and systematic process of

training and growth by which executives gain and supply skills, knowledge,
attitudes and insights to manage the work in their organisation in an
effective and efficient way. Executive development is a process of
improving an individuals managerial effectiveness through a planned and
deliberate process of learning. Executive development programme in an
organisation aim at achieving the following objectives -

1. To make sure that the organisation has the required numbers of

managers with the required skills to meet the present and anticipated
future needs of the business.

2. To motivate managers to grow a persons and in their capacity to

handle greater responsibility.

3. To improve the effectiveness and efficiency of managers at all levels

in the jobs that they hold now.

4. To sustain good performance of managers through out their careers.

HUMAN RESOURCE

1. Human Resource, the most vital and living element in all factors of
production, plays a very crucial role in the development and success
of any enterprise. It is a matter of common knowledge that every
business organisation depends for its effective functioning not so
much on its material or financial resources as on its pool of able and
willing human resources. The human resource becomes even more
important in the service industry whose value is delivered through
information, Personal interaction or group work. It is rightly said that
companies do not make profit, people do. The overwhelming
importance of human factor in an organisation.

2. Human Resource can be termed as infinite renewable resources. An

organisation can develop only when its human resources are
developed so as to make them worthy for their jobs. Human Resource
development, an integral part of human resource management, is
wider in its approach and does not relate only in providing formal
qualification. Its approach is so designed that people who want to
 develop their capabilities as managers are really made. They provide
bridge between experience and methods, which will help to
demonstrate the competence.

3. Human Resource Management (HRM) is concerned with the "People

dimensions in Management." Human Resource Management is the
term increasingly used to refer to the philosophy, policies, procedures
and practices relating to the management of people within
organisations. Since every organisation is made up of people,
acquiring their services, developing their skills, motivation them to
higher levels of performance, and ensuring that they continue to
maintain their commitment to the organisation are essential to
achieving organisational objectives.

FACTORS INFLUENCING EXECUTIVE DEVELOPMENT

a. Goal Clarity :

One of the most important factors that affect the success of any
executive development programme (EDP) is Goal Clarity. Managers must
have in mind a clear picture of any end or goal they are to achieve. If this
clarity does not exist, they cannot tell if they are making progress or when
they have completed the task or assignment, let alone if it has been
completed properly. "Keep the end in view" has been sage counsel for
almost two thousand years. There is little time better spent than in
communicating and clarifying the goals or ends to be achieved.

b. Motivation :

No executive development programme can be a success if it is not

backed by some incentives perceived by the participants. It is one this to be
capable of doing something; it is something else altogether to want to do it.
Setting aside the issue of coercion, people generally want to do things for
two basic reasons: (1) it serves some purpose of their own or (2) it serves
someone else's purpose and they have accepted something in return for
accomplishing whatever it is that someone else wants done. Self-interest and
incentives; these are the two great motivators.

c. Review :

Review of what is being done and what is being accomplished is an

important factor that influences executive development programmes.
Constant review of every activity from planning stage to the performance
stage is an essential strategic focal point of EDP.

d. Feedback :

Without information about actual conditions in relation to intended

goals or results, no one can perform to standard. Such information is known
as "feedback". It informs progress, enables corrections and, eventually,
signals attainment of the objective. Absent feedback, managers have no
choice except to act in ways that are consistent with internally held views or
models of what should work instead of externally-based information about
what is and isn't working.

e. Environment :

Even if the first four facotrs are present, performance might not occur
if the environmental conditions are so unsuitable as to present
insurmountable barriers to performance. In less dramatic terms, missing
tools and equipment, competing priorities, a repressive climate and other
factors can interfere with our ability to perform as expected, regardless of
our motives or our repertoire. The task environment must support the desired
performance; at the very least, it must be manageable.

Hence, for a successful executive development programme it is very

essential to keep in mind all the above strategic focal points and must be
supportive for a desired outcome of the programme. Other factors that affect
apart from the abovementioned five factors are; mechanism used for the
executive development, interest on the part of the participant, and suitability
of the programme as per the present and future needs of the individual as
well as of the organisation.

Effective executive development exercise in bans requires systematic

analysis of the banking environment of the country, existing skills of the
executives, future potential needs of the bak under study, systematic
identification of training and development needs, organizational climate
analysis and performance analysis.

Reference:

1. Khandelwal, Anil k. Management Training in Banks, In: Management

Training and Development in Public Sector (Eds.) RK. Mishra and
Ravishankar. Ajanta Publications, 1983.
2. Nair, R R Career Development Strategies and HRD. In: Rao, Verma
Khandelwal, Abraham (Eds.) Alternative Approaches and Strategies
of Human Resource Development, Jaipur: Rawat Publications, 1987

3. The Essence of change (Second edition), Liz Clarke (1997, PHI, New
Delhi)

4. Bhawna Johri, Principles of Management, Jawahar Publication, Agra,

2009.

5. Economic Agenda for the New Millennium, K.S. Ramchandran (1999,

IMT Research Series-03, IMT, Ghaziabad)

6. http:// WWW.bankersindia.com

7. http:// WWW.indiainfoline.com

8. http:// WWW.nibm.ernetin

9. The Business World, 22 Aug - 6 Sept 1998, The changing face of

corporate India. 9. Business Today, Collector's Series, December
2001.