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EXECUTIVE

DEVELOPME

NT

Introduction

The basic purpose of executive development is to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. Training certainly helps in improving job- related skills but when the intent is to enhance executives’ ability to handle diverse jobs and prepare them for future challenges the focus

must shift to executive development.

Training vs. executive development

Item

Development

Training
Training

conceptual abilities).

Goal

advantage.

Effectiveness

Measures

Understand and interpret knowledge;

Develop judgement; Expand capacities

for varied assignments.

Long term.

Aims at improving the total personality

of an individual (largely analytical and

Time Frame

Meet future challenges of the job and

the individual; aims at providing

learning opportunities designed to help

employees grow.

Qualified people available when

needed, promotion from within

possible, HR-based competitive

Process

Focus

or certification.

benefit analysis, passing tests

Performance appraisals, cost-

job.

performance on a currently held

job; aims at improving employee

and mechanical).

relating to a job (mostly technical

Tries to improve a specific skill

Short term.

and processes.

actions; demonstrate techniques

Learn specific behaviours and

Meet current requirements of a

Item Development Training conceptual abilities). Goal advantage. Effectiveness Measures Understand and interpret knowledge; Develop judgement; Expand
Item Development Training conceptual abilities). Goal advantage. Effectiveness Measures Understand and interpret knowledge; Develop judgement; Expand

Features of executive development

  • It is a planned effort to improve executives’ ability to handle a variety assignments

of

  • It is not a one-shot deal, but a continuous, ongoing activity

  • It aims at improving the total personality of an executive

  • It aims at meeting future needs unlike training, which seeks to meet

current needs

It is

a long

term process, as managers take time to acquire and

improve their

capabilities

  • It is proactive in nature as it focuses attention on the present as well

as future

requirements of both the organisation and the individual.

Importance of executive

development

  • Invaluable investment

in

managers to acquire requisite

the

long run

as

it helps

knowledge, skills and

abilities needed to handle complex situations in

business

  • Enables executives to realise their own career goals

and aspirations

  • Helps executives to step into superior positions

easily

  • Assists

executives

in

enhancing

their

people-

management skills, taking problems.

a

holistic

view

of

various

Executive Development

Programmes: Steps

Steps in the organisation of an

executive development programme

  • Analysis of organisational development needs

  • Appraisal of present managerial capabilities

  • Inventory of executive talent(in terms of age, service,

education, experience etc

  • Planning of individual development programmes

  • Devising appropriate development programmes

  • Evaluating results

Methods/techniques

Various methods are employed to develop managerial skills and knowledge, such as:

Methods of executive development

  • (c) Behaviour Modelling Job rotation

( a)

  • 4. Organisational k no w le d ge

    • (c) Understudy

    • (b) Coaching

On-the-job experiences

(a )

  • 3. Job k n o w le d ge

  • 2. Interpersonal skills

    • 1. Decision-making skills

  • 5. General k no w le d g e

    • (b) Sensitivity training

    • (a) Role play

    • (c) Case study

    • (b) Business game

    • (a) In-basket

    • (b) Multiple management

    • Special projects
      (b) Committee assignments

(a )

  • 6. Specific individual ne ed s

    • (c) Specific readings

    • (b) Special meetings

Special courses

( a)

Methods/techniques

  • In-basket: The trainee is asked to look into a number of papers

such as memoranda, reports, telephone messages that typically confront a manager and respond appropriately.

+Trainees learn quickly, as they have to do everything within a time frame

+Creates healthy competition between participants allows them to grow

-The method is somewhat academic and removed from real life situations.

-Participants rarely respond to such imaginary situations in an enthusiastic manner

  • Case-study: The participant is asked to take up a

simulated business problem and take appropriate

decisions.

When is a case study most appropriate?

  • When

the

thinking skills

problem

requires

problem

solving,

  • The KSAs are complex and participants need time

to master them

  • Active participation is required

  • The process

content

of learning

is

as

important as the

  • Tem problem solving and interaction are possible.

Merits and demerits of the case study method

trainees, as well as excellent opportunities for

participants who are not mature enough to analyse

and participate in discussions actively.

  • A trainee who is not skilled in this technique can undermine its usefulness.

  • The case study method have little or nothing in common with the trainee’s workplace, which may

limit its effectiveness.

  • Indiscriminate use of case studies may not help

  • Improves problem-solving skills of participants.

  • Trainees can apply theory to practical problems and learn quickly. It is a way of learning by doing.

  • Trainees learn how others solve a situation in their own unique way. They get a feel of how others work at a problem and begin to appreciate each other’s thinking.

  • Cases may contain information inappropriate to the kinds of decisions that trainees would make in a real setting.

  • Case studies can provide interesting debates among

useful.

  • analytical and reasoning abilities of participants.
    Cases, sometimes, are not sufficiently realistic to be

  • Examining historical evidence may fail to develop the

report, summarise) exercises.

costly and time-consuming (collect data, analyse,

  • Good case studies do not originate easily. They are

with an open and inquisitive mind.

take keen interest and examine the cross-currents

  • abilities.
    If the case reflects a real life situation, participants

individuals to defend their analytical and judgemental

Demerits Merits
Demerits
Merits
trainees, as well as excellent opportunities for participants who are not mature enough to analyse and

When using case studies

Be clear about learning objectives and explore possible ways to realise the objectives

Decide which objectives would be best served by the case method

Find out the available cases that might work or consider developing your

own

Set up the activity including the case material, the room and the schedule

Observe the principles that guide effective group interactions

Provide an opportunity to all trainees to participate meaningfully and try to

groups small.

keep the

Stop for process checks and get set to intervene when interactions go out

of hand

Allow for different learning styles

Clarify the trainer's role as a facilitator

Bridge the gap between theory and practice

Methods/techniques

  • Business games: It is a learning exercise representing a real-life situation where trainees compete with each other to achieve specific objectives.

Merits and demerits of the business game method

Merits

than just putting out fires.”

of action by looking at the consequences and

  • Business games compress time; events that take painfully long time are made to occur in a matter of hours.

  • One can learn from mistakes, take a different course improve performance.

understanding

increased

promote

  • They of complex relationships among organisational units.

  • “They help trainees develop their problem solving skills as well as to focus attention on planning rather

  • Prompt feedback facilitates quick learning.

business games.

  • They are often far removed from reality. In real life, an executive may get unlimited chances to find his way through the jungle, depending on his mental make-up (instead of choosing from an imaginative list of alternatives).

  • Participants may become so engrossed in pushing others to the wall that they fail to grasp the underlying management principles being taught.

  • Creativity may take a back seat when unorthodox strategies advanced by innovative participants may not find acceptance from others in the race.

Demerits

  • Difficult and expensive to develop and use good

Merits than just putting out fires.” of action by looking at the consequences and  Business

Methods/techniques

  • Role play: This is a technique that requires the trainee to assume different identities to learn how others feel under different circumstances

+ Participants develop interpersonal skills + They learn by doing things actually

+ The competitive environment compels participants to listen, observe,

analyse and improve their own performance by exploiting their potential fully

__

lack

of realism

participation

in

this

method

comes in the way of enthusiastic

--not easy to duplicate the pressures and realities of actual decision making

--most trainees may not be very comfortable in role playing situations

Trainer’s responsibilities in role

playing situations

  • Ensure that members of a role playing group get along with each other

  • Select and prepare the participants by introducing a specific situation

  • Ask participants to actually come out with potential characters

  • Realize that volunteers make better role players

  • Prepare observers by giving them specific tasks such as evaluation,

feedback etc.

  • Guide the role play enactment over its bumps, since it is not scripted

  • Keep it short

  • Discuss the enactment and prepare bulleted points of what was

learned

Methods/techniques

  • Sensitivity training: This is a method of changing behaviour through unstructured group interaction. (also known as T-group training, where T stands for training)

Features of T-group training

  • T-Group consists of 10-12 persons.

  • A leader acts as a catalyst and provides a free and open environment

for

discussion

  • There is no specified agenda

  • Members express their ideas, feelings and thoughts freely and openly

  • The focus is on behaviour rather than on duties

  • The aim is to achieve behaviour effectiveness in transactions with one's environment

   

Benefits

  • Participants gain rich experience in getting along with

people

  • The exclusive focus on each others' behaviour helps

participants to

appropriately

observe, analyse and then respond

  • Trainees can find out where they stand in comparison to

others

  • The agenda less discussions encourages the participants

to come out more openly and share their opinions with others

  • The opportunity to take charge of the group is always

inherently

present for the right candidate.

Costs

  • Considerable

discussions

time

is

wasted in agenda-less, direction-less

  • T-group leaders may lack the skills to instil enthusiasm and

confidence

in participants.

  • There is an immoral and unjustified invasion of privacy, based

on false assumptions about the nature of human relationships at

work.

  • The interchange of opinions in

an open manner

may be

punished by

superiors at

a later stage, using some pretext or the

other

  • T groups may actually destroy team learning and team spirit as

they encourage participants to be hostile without feeling guilty during

training.

Methods/techniques

  • On the job experience: This is a kind of class room learning

where

the trainee learns

by actually doing

things under the

supervision of an experienced supervisor. Such methods are

highly useful for certain personnel

groups

like

scientific

and

technical

  • Behaviour modelling: This is an approach that demonstrates

desired behaviour and gives trainees the chance to practice and role-play those behaviours and receive feedback.

  • Coaching: This is a development activity in which a supervisor

plays an active role in imparting job knowledge and skills to the trainee. For effective coaching, a healthy and open relationship must exist between employees and their supervisors.

Merits and demerits of coaching

+ Trainees learn quickly by actually doing a

piece of work and obtain feedback

+Where the trainer and the trainee interact in an open manner, there is tremendous scope for the trainee to grow by seeking clarifications continuously and rectifying mistakes

A lot depends on the interpersonal

skills of

__ the supervisor ---The learner, often, cannot develop much

beyond the limits of his own supervisor

Methods/techniques

  • Understudy: This is a development method wherein potential managers are given the chance to temporarily relieve an experienced manager of part of hi job and act as his substitute

during the period, giving him vital insights into the overall job that would make him the automatic choice in the succession process.

  • Job rotation: Moving a trainee from job to job so as to offer cross training is called job rotation. The idea behind this is to give managers the required diversified skills and a broader outlook.

  • Multiple management: It is a system in which permanent advisory committees of managers study problems of the company (thereby gaining first hand experience of various important aspects of business) and make recommendations to higher management.

Methods/techniques

  • Special courses, meetings, readings: In addition to the above, managers could also benefit by attending workshops organised by academic institutions, attending special meetings organised by various government and voluntary organisations and by reading specific articles relevant to their respective fields.

  • Special projects: In this method, a trainee is put on a project closely related to the objectives of the department.

  • Committee assignment: In this method, an adhoc committee is appointed to discuss, evaluate and offer suggestions relating to an important aspect of business.

  • Conferences: A conference is a meeting of people to discuss a subject of common interest. The participants exchange notes, opinions and ideas on the subject in a systematic and planner manner.

Methods/techniques

  • Lectures: Lectures are formal presentations on a topic by an experienced and knowledgeable person. The presentation is generally supported by discussions, case studies, audio-visual aids and film shows.

  • Group discussion: In this method, papers are presented by two or three trainees on a selected topic, followed by thought- provoking discussions.

  • Programmed instruction: This is

a learner-oriented

technique which presents subject matter to the trainees in

small sequential steps requiring frequent responses from the

trainee and immediately offering him of their accuracy or otherwise.

SELECTION OF A SUITABLE METHOD

While choosing a specific method, the following guidelines might be kept in mind

Suitability of executive development techniques

Technique
Technique
Suitability
Suitability

To develop diversified skills and broaden the outlook of an executive

To aid succession planning by developing the skills of juniors according to a pre-set plan

To assist managers in expanding their outlook and knowledge in various functional areas

To develop analytical, reasoning and problem-solving skills

To impart conceptual knowledge to a large audience within a short span of time.

To improve and expand knowledge, attitudes and develop interpersonal skills

To develop smart thinking, quick reactions, initiative, organising and leadership skills

To promote situational judgement and social sensitivity

To teach inter-personnel and cognitive skills

skills among trainees

To translate theoretical knowledge into action plans and to promote good human relations

To promote self awareness and its impact on others

Job Rotation

Understudy

Multiple Management

Role Playing

Lecture

Conference

Sensitivity Training

Case Study

Business Games

In-basket

Behaviour Modelling