Human Resource Management

Course Code: MGT350

Dr. Imran Shafique

 Lecture Outline

1. Management & Organizational Development

A. The Management Development Process

B. Organizational Development (OD)

 Management Development Process

Process concerned with developing the experience,

attitudes, and skills necessary to become or remain
an effective manager
Management Development Process
 Organizational Objectives

An organization’s objectives play a significant role in

determining the organization’s requirements for
managers
 Management Inventory

Specialized, expanded form of skills inventory

for an organization’s current management team;
in addition to basic types of information, it
usually includes a brief assessment of past
performance and potential for advancement.
 Changes in the Management Team

Certain changes in the management team can be

estimated fairly accurately and easily, while other
changes are not so easily determined
 Sample of a Simplified Management Inventory

Length Retire-
of ment Replacement Previous Training
Name Present Position Service Year Positions Received
Industrial relations 5 years 2019 Corporate B.B.A, University of
James manager, Greenville industrial relations South Carolina;
Plant staff middle management
program, Harvard

Judy Engineering trainee 9 months 2027 Plant engineering B.E.E, Georgia Tech
manager, corporate
engineering staff

Thomas Supervisor, receiving 15 years 2018 Department High school diploma,

department, night manager, shipping supervisory skills
shift and receiving training
Eastern regional 8 years 2022 Vice president, B.B.A, UCLA;
Brenda marketing manager marketing M.B.A., USC;
executive
development
program, Stanford
Replacement Plan for Administrative Division
of a Typical Organization
 Needs Assessment
A systematic analysis of the specific management
development activities required by the organization
to achieve its objectives

Four Methods
1.Training Need Survey (K&S required to do job)
2.Competency Studies (competencies needed to do.)
3.Task Analysis (what tasks required to perform job)
4.Performance Analysis (Job performance requirements)
 Management Development Program
Needs Assessment Questionnaire
Source: Axel R. Granholm, Human Resource Director’s Portfolio of Personnel Forms, Records, and Reports (Englewood
Cliffs, N. J.: Prentice Hall, 1988), pp. 237-39.

Employee _____________________________________ Social Security No. _____________________________

Position Title __________________________________________________________________________________

Organization ___________________________________ Location______________________________________

Supervisor (Name & Title) ___________ ____________________________________________________________

Employee: Please review each “Supervisory/Managerial Function” to assess you need for improving related skills through
appropriate developmental opportunities. Your evaluations are to be shown in the “Employee” portion of the
“Developmental Requirement” section. One of the following codes should be entered in each box: O = No Need, S = Some
Need, or N = Need. Immediate Supervisor: Please review the employee’s assessments to indicate your findings in
respective boxes (“Manager” portion of the “Developmental Requirement” section).

Developmental Requirement

Employee Manager
 Management Development Program
Needs Assessment Questionnaire
B. Giving Information to Employees
1. Keeping employees informed  
2. Conducting effective meetings  
3. Responding to employee suggestions  
C. Receiving Information from Employees
1. Responding to productivity concepts  
2. Encouraging employee participation  
3. Consulting with employee concerning work procedures and activities  
to improve working conditions
D. Labor-Management Relations
1. Employee rights under agreement  
2. Handling employee grievances  
E. Leadership
1. Participative management concepts  
2. Encouraging employees to assume personal responsibility for work performance  
3. Promoting employee cooperation  
F. Safety and Health
1. Promoting employee understanding of health services and occupational health hazards  
2. Promoting adherence to safety regulations  
G. Representing Company Management
1. Defining and defending company goals and objectives  
2. Communicating employee views to company management  
3. Assuming responsibility for work group’s problems  
 Comparison of Four Approaches to Determining
Management Development Needs
Source: George S. Odiorne and Geary A. Rummler, Training and Development: A Guide for Professionals (Chicago: Commerce Clearing House, 1988), pp. 148-49.
Starting Training Needs Survey: What Competence study: What
Point Knowledge/Skill (K/S) is Competencies Are Required?
General Required? 1. Ask key people what competencies they think/feel the
approach 1. Ask key people what K/S they trainee/performer require to do his or her job.
think/feel the trainees/performers 2. Determine the K/S required to attain the stated
require to do their job. competencies.
2. Prioritize the K/S recommended and 3. Prioritize the K/S recommended and summarize as a
summarize as a topical list, a training agenda, or curriculum.
Advantages training agenda, curriculum, etc.  Relatively fast, inexpensive.
of this  Fast, inexpensive.  Broad involvement.
approach  Broad involvement.  Consensus.
 Low risk.  In addition to training needs, articulation and agreement
 Low visibility. on a success profile for the performer.
 Identify generic training needs covering a broad pop-
ulation (first-time supervisors, first-time managers, etc.)
Disadvantages  Difficult to relate to output, to evaluate training.
of this  Not precise or specific.  Difficult to assess relative importance of competencies
approach  Based on opinion, albeit “expert.” and therefore difficult to set priorities for K/S input.
 Difficult to validate.  Consensus will not necessarily identify the critical
 Difficult to set priorities. difference between exemplary and average
 Difficult to relate to output, to performance.
evaluate importance of training.  Does not address other factors influencing performance.
 Once you ask people what training  Can be highly visible.
they feel is important, there is an
implicit expectation that you will
deliver it.
 Comparison of Four Approaches to Determining
Management Development Needs
Task Analysis:
What Tasks Are Required?
1. Determine what tasks are required of the
trainee/performer in order for the job to be performed
correctly/successfully.
2. Determine the K/S required to correctly perform the tasks
identified.
3. Prioritize the tasks, and thereby the K/S, and summarize as
a training design document, training agenda, or curriculum.
 Precise identification of tasks and required K/S.
 Is a form of output and can be measured.
 Broad involvement.
 Objective, validated by observation.
 Takes time and skill.
 Visible.
 Difficult to assess relative importance of tasks and
therefore difficult to set priorities for K/S input.
 Does not address other factors affecting performance.
Performance Analysis:
What Job Performance is Required?
1. Determine what performance is required.
2. Determine the critical job outputs or “accomplishments.”
3. Determine what tasks are required of the trainee/performer to
produce the job outputs or “accomplishments.”
4. Determine the K/S required to correctly perform the tasks identified.
5. Determine what other factors in addition to K/S influence job
performance, such as job design, resources, consequences, and
feedback.
6. Prioritize the K/S required based on impact on job performance and
summarize as a training design document, training agenda, or
curriculum.
7. Summarize recommendations to modify negative influences on
performance, as identified in #4 above.
 Links K/S requirements to job performance.
 Can validate, evaluate.
 Addresses other factors affecting performance.
 Impact of job outputs is established and therefore can prioritize K/S
input.
 Takes time and skill.
 Visible.
 Organizational Development (OD)
OD seeks to improve the performance of groups, departments,
& overall organization

Organization wide, planned effort managed from the top, with

the goal of increasing organizational performance through
planned interventions and training experience
1. OD is at human side of organizations:
a. Attitudes
b. Values
c. Managerial practices
d. Improve organizational performance
 Phases of OD
1. Recognition by management – organization
performance can/should enhance
a. Diagnosis
b. Strategy Planning
c. Education
d. Evaluation
 Approaches to Management & OD
1. Behavior Modelling/Interaction Management
A method of training in which interaction problems faced by
managers are identified, practiced, and transferred to specific job
situations.
The sequence of learning activities in behavior modeling involves:
1. A filmed model or actual demonstration of the skills necessary to
solve the problem being studied.
2. Practice in solving the problem through role playing for each
trainee.
3. Reinforcement of the correct behaviors in solving the problem
during the practice situation.
4. Planning by each trainee of how to transfer the skills back to the
specific job situation.
 Approaches to Management & OD
1. Adventure Learning
Programs that use many kinds of challenging outdoor
activities to help participants achieve their goals.
a) Group-focused objectives: These objectives include better
communication, more creative problem-solving, more effective
teamwork, and improved leadership.
b) Personal growth objectives: These objectives include improved
self-esteem, improved risk taking skills, increased self-
awareness, and better stress management.