DESCRIPCION DE LOS MEDIOS Y UNIDADES ASIGNADAS

A. G. Cole has identified three methods of management development.

Because the first two (a) Management education and (b) Management

training, look more like what we have already considered under unit 11, we shall concentrate effort here on the third, (c) Experiential learning which Cole

talks about as "...learning by doing; on-the-job experience usually with

guidance from superior or colleague". In experiential learning he identifies and discusses the following:

3.3.1 Coaching/guided experience

Taking his definition from the word "coach" he defines coaching in this context as "...intensive training of one or more persons by another who uses

instruction, demonstration and practice as his or her prime methods". He says, "unlike other forms of instruction which are often concerned with passing on facts or theoretical knowledge. coaching is about helping others to

learn how to do things. "....it is centered around a skilled individual who passes on his or her skills in a fairly intimate way to an individual or small group".

The areas in which managers need to develop skills and competence are areas

such as communication skills, group leadership, staff appraisal, handling grievances. planning and budgeting. It is in areas like this, in which cognitive

knowledge - the learning of theories and facts will not do, that, in the words of Cole, "The presence of a skilled and valued colleague to help talk things

through how to handle selected situations can avoid embarrassment and major errors of judgment..."

3.3.2 Mentoring

The name "Mentor" is that of a trusted friend used by one of the Greek Illysses to train his son in the art of war fares. A mentor, in Cole's words

"....has come to mean someone mature and experienced who advises (and gives practical assistance where required) to a younger and less experienced person". He then says "Mentoring is a learning relationship which is broader than that in coaching. The latter is definitely skills or competency focused

whereas the former is concerned with passing knowledge, insight and attitudes as well as skills". A mentor is usually not one's line manager but one

higher and a person who has qualities that he passes unto a younger person

without the stress of accountability or boss-subordinate relationship being present.

The following words of Cole capture the latter and spirit of the methods of coaching and mentoring very succinctly:

Organizations that are using mentoring and coaching approaches in

their Management development are attempting to gain added value from the Talents, experience and wisdom of their senior staff by encouraging them To pass their store of experience to junior colleagues, and to do so in the Workplace rather than at a business school, staff college or some other E xternal provider.

3.3.3 Delegation

Cole defines delegation as "....essentially a power sharing process in which a manager transfers part of his or her authority to another, more junior person".

The aim is to encourage practice by doing. In his words, Cole says "There are few better ways of assessing someone's suitability for a possible task than giving them a similar tasks and observing how well they perform". Coles ends his discuss on delegation by saying that "when delegation is backed up by mentor ing and the support of the senior manager, it is likely to prove a powerful development tool".

3.3.4 Doing the work of a superior officer in his absence

For a number of reasons, a superior officer may be absent from office for a fairly long period of time and his subordinate may be required to perform his duties. Some of 'such reasons for absence may be annual leave, sickness, prolonged tour, etc. Such "acting for" duties offers a good opportunity for management development. In a number of instances a subordinate does the work that has been "pending" and defying solution on the desk of his superior officer during such absences.

3.3.5 Other forms

A. G. Cole cites projects and secondments as opportunities for management

development. Concerning projects he says, staff could be sent as team

members of a special team put up to handle a special project. Participation on such projects avails a staff of special knowledge and skills not available on a regular job schedule. The same advantage can be derived from secondments,

i.e being put a job outside a regular job assignment. Similar to reassignments under unit 11, the aim to give more knowledge and skill by making staff do

varied assignments. Concerning secondment, Cole concludes by saying

"secondment is a good way of testing an individual's capacity for coping with a particular role".

4.0 Conclusion

In this unit we have provided you a number of definitions of management

development. We have said that a number of reasons bordering on gap

between knowledge and skills that managers possess and what they should

possess make it imperative for undertaking management development initiatives. In this unit we availed you of various methods of management development.

5.0 Sum mary

This unit has covered the definition, scope and methods of management development.

6.0 Tutor Marked Assignm ent

Q. l Define management development. List the various methods used for management development and discuss one of them in detail.

A list of management development From 3.3.1 to 3.3.4 above

Discuss one in detail. Pick one out of the 4 discussed above e.g. that of mentoring.

7.0 References and other resources

- Cole, G.A (1997) Personnel Management: Theory and Practice (Fourth Edition), ELST, Letts Education, London.

ODULE THREE UNIT 13

MOTIVATION: THE MECHANISTIC THEORIES

Table of Contents 1.0 Introduction

2.0 Objectives 3.0 Main Contents