Hey…all

Here is the next part of Unit- 3

Executive Development
Executive development – or simply development because it refers to learning opportunities
thrown open to managers working at various levels – is any attempt to improve managerial
performance by imparting knowledge, changing attitudes or increasing skills.

The aim of development is not just to improve current job performance of managers but to
prepare them for future challenging roles.

Executive development or management development is a systematic and continuous process

through which the executives learn advanced knowledge and skills in managing.

Executive Development Programme (EDP)

Executive Development Programme (EDP) is a planned and organised process of learning and
growth designed to improve managerial behaviour and performance of executives by cultivating
their mental abilities and inherent qualities through the acquisition and application of advanced
knowledge insights and skills.

One more definition-

Executive development is eventually something that the executive has to attain himself. But he
will do this much better if he is given encouragement, guidance and opportunity by his
company”.
So for better understanding now we are going to cover up these main contents.

Here we go..

Contents:

1. Introduction to Executive Development

2. Meaning and Definition of Executive Development
3. Concept of Executive Development
4. Objectives of Executive Development
5. Need for Executive Development
6. Levels of Executive Development
7. Principles of Executive Development
8. Importance of Executive Development
9. Process of Executive Development
10. Factors Influencing Executive Development Processes in Organizations
11. Methods of Executive Development
 12. Obstacles that Hamper Executive Development
13. Requisites for Success of Executive Development
14. Evaluation of Executive Development

Executive Development – Introduction

Executive development – or simply development because it refers to learning opportunities

thrown open to managers working at various levels – is any attempt to improve managerial
performance by imparting knowledge, changing attitudes or increasing skills. The aim of
development is not just to improve current job performance of managers but to prepare them for
future challenging roles.

This would involve upgrading their knowledge, looking at things from a refreshing fresh angle or
simply increasing their skill sets so that they can slip into complex and more demanding roles
effortlessly. Development aims at building the competencies of people, of preparing them for
planned career growth and is always future-focused.

Development is different from training because it focuses on less tangible aspects of

performance, such as attitudes and values. It is a long-term educational exercise that helps
managers to acquire conceptual and theoretical knowledge in a systematic manner.

The reasons for undertaking executive development in organizations may be summarized

as follows:

i. Change and competition are continuous features which require continuous adaptation by the
organizations. For this, continuous up gradation of skills and competencies at all levels,
specifically at the management levels, is necessary.

ii. There is a need to hone the leadership skills of managers. Today’s organizations need leaders,
not managers. The executive development programme (EDF) aims to address this particular
need.

iii. Continuous learning and knowledge development inform and mould managers, which also
helps them gain the respect of their subordinates. Motivating the management towards learning
executive development is a systematized approach.

iv. Information technology (IT) has become an all pervasive phenomenon and a majority of the
present-day organizational processes are seamlessly integrated with IT. The decision making
process has also been made easy with the help of IT support. It is thus necessary for the
managers to become IT savvy to use IT for enhancing the performance of their departments.

v. People management skills, along with technical skills, play a crucial role in the growth and
evolution of managers. The EDF addresses the need for developing the human competencies of
managers.
Executive development is highly beneficial to both the organisation and the individuals.
Employees and managers with relevant experiences and capabilities enhance the ability of an
organisation to compete and adapt to a changing competitive environment. In the development
process, the individuals’ careers also gain focus and evolve. The success of development effort,
to be marked as effective depends upon the following inputs-

Executive Development – Concept

Executive or management development focuses on manager’s personal growth. It basically aims

at improving judgment, logical thinking of managers to take complex decisions and to take
responsibility. Executive development is a planned, systematic and continuous process of
learning and growth by which managers develop their conceptual and analytical abilities to
manage.

It is combination of both experience and skills. The participants should also have capacity and
self-motivation to learn and develop themselves.

Executive development is thus:

1. A planned effort to improve executive’s ability to handle high-level responsibilities.

2. It is continuous, ongoing activity as it aims improving total personality, behaviour, attitude of
managers which cannot be done overnight.
3. It is a long-term process, as managers take time to acquire and improve their capabilities.
4. It is proactive in nature as it focuses attention on the present as well as future requirements of
both the organisation and the individuals.
1. Continuous Process – Executive development is a continuous process because there is no
fixed time limit for learning. It is not a one shot activity and continues throughout the career of
the mangers.

2. Long Process – Executive development is a long process and takes time. It is time consuming
because the skills of the managers cannot be developed overnight.

3. Planned Activity – Executive development is a well-planned, organized, and systematic

activity. It is not a trial and error approach.

4. Involves Stresses and Strains – Development does not takes place in the total peaceful and
relaxed atmosphere. It involves stresses and strains.

5. Conducive Environment – Executive development needs conducive environment which

should be encouraging and stimulating. Further, it also require that adequate feedback should be
received about the degree of development of the personnel.
6. Guided Self Development – Executive development can only be made possible only when
the manager himself wants to learn. The individual must have the desire to learn and practice
what he is taught. Coercion can never lead to the development of executives or the managers.

Executive Development –

What are the Objectives of Executive Development?

Following are the primary or important objectives of Executive Development:

1. Knowledge to New Entrants – The objective of executive development is to

impart basic knowledge and information to the new entrants in the organisation for
the purpose increasing their overall knowledge and improving their conceptual and
decision making skills.

2. Improving Performance – Executive development aims for the improvement

of the performance of the managers at all levels in their present jobs by introducing
them with the latest concepts, information, and techniques.

3. Preparing Managers for Future Positions – Executive development has the

main purpose to build the second line of the competent officers and prepare them
for their future responsible positions as part of their career progression.

4. Preventing Obsolescence – The aim of executive development is to prevent

obsolescence of executives by making them aware of the latest techniques and
concepts in their area of specialization.

5. Developing Latest Management Techniques – Executive development has its

purpose to develop and implement the latest management techniques in place of
the traditional systems for increasing the productivity of the managers and the
organisation as the whole.

6. Opportunities to Executives – The objective executive development is to

provide the new and better opportunities to the executives so that they can fulfil
their career aspirations.

7. Optimum Utilization of Managerial Resources – The aim of executive

development is to optimally utilize the managerial resources in the organisation.

8. Introducing Changes – Executive development aims for the introduction of the

required changes by developing executives and broadening their perspectives so
that they can work as the change agents.
 Executive Development – Need

There is growing need for the development of an efficient managerial pool to meet the
challenges of industry. Realising this, many management institutes and training organisations
have geared up their training and development acstivities to a great extent. However, there is a
certain imbalance in the spread of management education. A concentration of management
training is found in the industrial sector mostly in traditional industries and public sector
enterprises.

Therefore: 1. Techno-managers in such sectors as engineering and steel, coal, fertilizer, oil and
cement industries. Personnel in these industries need training not only in the functional areas of
management but also need to acquire a thorough knowledge of the sector.

2. Management resource mobilisation towards professionalising such public utilities as water

supply, power distribution, transport and communications, for agriculture and industry are
dependent on the efficient functioning of these utilities.

3. Government and civic offices organised to render public services, including municipal
services, housing, insurance, mass media, police, medical services and education, have been
untouched by the management movement. The “managerialisation” of these services needs
immediate attention.

4. Management principles and techniques need to be introduced in other areas of national

economy – managerial services for agriculture and rural development, irrigation, co-operation
and animal husbandry, fisheries, forestry and marketing. Management know-how also needs to
be brought to bear on production processes at the farm level with a view to increasing efficiency
in the tertiary or service sector in rural areas.

5. Public administration is a vast sector which needs management attention, because this segment
has a direct relevance to economic and social activity, for it brings functionaries into contact with
the citizenry and the entrepreneurial class.

6. Management development programmes for all those who are engaged in positions above the
supervisory level of operations – whether as Deans of hospitals, the Vice-Chancellors of
Universities, Superintendents of Police or Collectors of districts. Their job calls for the use of a
management component which is concerned with such skills as leadership and communication.
For them, training in management, productivity and human relations would be very valuable.

Executive development programmes help managers to cope with rapid technological change, cut-
throat competition, sudden changes in government policies, changes in the outlook and
expectations of a vast majority of workers possessing transferable skills.
Managers can update their skills, knowledge and competencies from time to time in sync with
these changing trends and tackle knotty issues with confidence. In short, no organisation can
achieve success in the long run unless it tries to improve, expand and develop its talent pool
through constant learning initiatives.

Executive Development
3 Levels of Management: Top, Middle Management and Middle Functional Executive and
Specialists

1. Top Management:

This consists of chief executives designated as chairman, managing director or as chief executive
officer. This level is responsible for overall management of an organization within the policy
frame work framed by the Board of Directors.

The following functions fall within their authority jurisdiction:

i. Formulation of long-term strategies.

ii. Issuing directions and instructions to various lower level functional areas.

iii. Coordinating the functions of different functional units.

iv. Appointing key personnel, performance appraisal, compensation decision and training and
development of leaders.

v. Reviving and controlling organizational performances.

vi. Maintaining and being in constant touch with environmental elements.

vii. Continuously leading the organization for betterment and excellence.

2. Middle Management:

The various functional heads form the middle management. They act as interface between the
top management and the operative management. This level faces pressure from three fronts
namely, top management who impose targets and transmit downwards policies and strategies for
implementation, operative management which give its views and suggestion and middle peers
who depend on one another for smooth work performance at various domains.

Following are the responsibilities of the middle management:

1. Performance of domain functions.

2. Securing cooperation from their peers at various domains.
3. Integrating the various intra-domain functions.
4. Hiring human resources for its domain and training and developing the human resources
employed in its domain.
5. Managing the respective domains in a way that it contributes its share to overall achievement
of the organizational goal.

3. Middle Functional Executive and Specialists:

(i) To increase knowledge of business functions and operations in specified fields in marketing,
production, finance, personnel;
(ii) To bring about an awareness of the broad aspects of management problems, and an
acquaintance with, and appreciation of, interdepartmental relations;
(iii) To develop familiarity with the managerial uses of financial accounting, psychology,
business law and business statistics;
(iv) To inculcate knowledge of human motivation and human relationships; and
(v) To develop responsible leadership.
Executive Development

10 Main Principles or Guidelines Observed by the Management towards Executive

Development

1. It is the responsibility of the management to arrange for executive development, which should
be kept in charge of a senior executive.

2. Every departmental manager should take the responsibility of developing his subordinate
extinctive.

3. Executive development programme should aim at meeting the needs of the individual
executive as well as the needs of the enterprise.

4. The pre-requisite of effective executive development is the selection of the right man for the
executive position.

5. The management should formulate a definite strategy of executive development specifying

clearly the various objectives, coverage and type of development.

6. The management should prepare a realistic time schedule for the executive development
programme keeping in view the present and future needs of the organisation.

7. The executive development programme should be made applicable to each and every
executive so as to avoid executive obsolescence and impart latest knowledge and skills to all the
executives.

8. The management should create congenial and favourable climate conducive to executive
development.
9. The participation of executives in every development programme should be made mandatory.

10. The management should arrange for feedback to its trainee executives so as to enable them to
take necessary steps to improve themselves.

Executive Development – Importance:

Increase in Complexities and Size of the Organization, Shortage of Trained Personnel,
Technological Changes and a Few Others .

The importance for executive development is felt due to the following reasons:

1. Increase in Complexities and Size of the Organization – In the phase of increasing competition
the size and complexities of the organisations is continuously increasing. Due to this reason the
mangers need to be developed to handle the complicated problems of these organisations.

2. Shortage of Trained Personnel – It is very difficult to recruit and select the personnel
according to the requirements. The need mostly arises to develop the personnel so that they could
perform their assigned tasks effectively and efficiently, which is done through executive
development.

3. Technological Changes – The technological changes are rapidly taking place in this
competitive business environment. The modern business organisations are continuously
introducing the new equipments, machines, and methods of production. So the mangers require
the latest knowledge of these new techniques and technology which is provided through
executive development.

4. Socio Cultural Changes – The rapid change also occurs in the socio cultural environment and
for understanding the behaviour of the people in the proper perspective there is a great need to
develop the managers.

5. Increased Competition – There is a tough competition in the market and the consumers have
become conscious of their rights and they cannot be now easily misguided. The executive
development is of great help in properly understanding and meeting the needs of the consumers.

6. Changes in Labour Management Relation – Executive development is needed due to the

reason that there are frequent changes in the labour management relations and with the help of
executive development the managers can ensure industrial peace in the organisation.

7. Social Responsibility of Management – Due to the changing business philosophy, the social
responsibility is widely recognized by the business leaders. So the increased management tasks
arising out of the fulfilling social responsibility have made the executive development necessary
in the corporate world.
8. Increased Professionalism – Management of public utilities, state enterprises and civic bodies
are being professionalized for the purpose of improving the operational efficiency. This
professionalism is ensured through executive development.

9. Unending Process – Management development is used for imparting knowledge about the
latest concepts and as learning is an unending process, this makes the executive- development as
an unending process.

Executive Development – 6 Step Process:

Analysing Development Needs, Appraisal of Present Management Needs, Inventory of
Executive Manpower and a Few Others

The process of executive development consists of the following steps:

Step # 1. Analysing Development Needs:

In the first instance, once a decision is made to launch an executive development programme, a
close and critical examination of the present and future developmental needs of the organisation
is made. It becomes necessary to know how many and what type of managers are required to
meet the present and future needs of the organisation.

This requires organisational planning. A critical examination of the organisation structure in the
light of the future plans of the organisation reveals what the organisation needs in terms of
departments, functions and executive positions.

After getting the information, it will be easy to prepare the descriptions and specifications for
different executive positions, which in turn gives information relating to the type of education,
experience, training, special knowledge, skills and personal traits for each position.

By comparing the existing talents including those to be developed from within with those which
are required to meet the projected needs enables the management to make a policy decision as to
whether it wants to fill these positions from within or from outside sources.

Step # 2. Appraisal of Present Management Needs:

For the purpose of making above mentioned comparison, a qualitative assessment the existing
executives will be made to determine the type of executive talent available within the
organisation and an estimate of their potential for development is also added to that. Then
comparison is made between the available executive talent and the projected required talent.

Step # 3. Inventory of Executive Manpower:

An inventory is prepared to have complete information about each executive. For each executive,
a separate card or file is maintained to record therein such data as name, age, length of service,
education, experience, health, test results, training courses completed, psychological test results,
performance appraisal results etc.

An analysis of such information will reveal the strengths and weaknesses of each executive in
certain functions relative to the future needs of the organisation.

Step # 4. Planning Individual Development Programmes:

Guided by the results of the performance appraisal which reveal the strengths and weaknesses of
each executive, the management is required to prepare planning of individual development
programmes for each executive. According to Dale S. Beach, “Each one of us has a unique set of
physical, intellectual, emotional characteristics. Therefore, a development plan should be tailor-
made for each individual”.

“It would be possible to impart knowledge and skills and mould behaviour of human beings, but
it would be difficult to change the basic personality and temperament of a person once he reaches
adult-hood stage”.

Step # 5. Establishing Training and Development Programmes:

It is the responsibility of the personnel or human resource department to prepare comprehensive

and well-conceived development programmes. It is also required to identify existing levels of
skills, knowledge etc. of various executives and compare them with their respective job
requirements.

It is also required to identify development needs and establish specific development programmes
in the fields of leadership, decision-making, human relations etc. But it may not be in a position
to organise development programmes for the executives at the top level as could be organised by
reputed institutes of management.

In such circumstances, the management deputes certain executives to the development

programmes organised by the reputed institutes of management.

Further, the personnel or human resource department should go on recommending specific

executive development programmes based on the latest changes and development in the
management education.

Step # 6. Evaluating Development Programmes:

Since executive development programmes involve huge expenditure in terms of money, time and
efforts, the top management of the organisation is naturally interested to know to what extent the
programme objectives have been fulfilled. Such programme evaluation will reveal the relevance
of the development programmes and the changes that have been effected by such programmes.

If the objectives of the programme have been achieved, the programme is said to be successful.
But it is difficult to measure the changes or effects against the pre-determined objectives.
While the effect of certain programmes can be noticed only in the long-run in a more general
way, the effect of certain other programmes may be noticed in the short-run in a specific way.
Grievance reduction, cost reduction, improved productivity, improved quality etc. can be used to
evaluate the effects of development programmes.

Executive Development – Factors Influencing the Executive Development

Processes in Organizations

A host of factors influence the executive development processes in organizations.

i. Failure to train the managers will lead to ineffective and inefficient managers who negatively
affect the organization’s performance.

ii. In the absence of training and developmental avenues, the performing managers may get de-
motivated and frustrated in leading the organizations. This would lead to severe losses for the
organization in financial parameters, in terms of the cost of recruiting and training the new
incumbent.

iii. The organizational performance may be affected by the loss of market shares, lower sales,
reduced profitability, etc.

iv. The absence/shortage of trained and skilled managers makes it important for the organizations
to have appropriate retention strategies. Training and development is being used by organizations
as a part of their retention strategy.

v. The competitive pressures make it necessary for organizations to continuously roll out new
products and services, and also maintain the quality of the existing ones. The training and
development of managers would help them in developing the competencies in these areas.

vi. The competitive environment is making it imperative for the organizations to continuously
restructure and re-engineer, and to embark upon these processes, it is essential for the
organizations to train the managers for the new scenarios.

Executive Development and E-learning:

The IT environment has, in a way, created challenges and also opportunities for organizations.
The challenges include the rapid pace of changes, and on the opportunities front, it has provided
the following advantages-

i. Knowledge management has become easy for implementation. In the traditional environment,
sharing of intellectual resources and knowledge was a herculean task. Organizations had to
prepare, print, and mail the circulars across the organization for the dissemination of information,
which frequently led to the obsoleteness of information by the time the employees, because of
the time gap, received it.
Further, it was tough for the organizations to come up with strategies to continuously collect,
update, and disseminate the information.

ii. Knowledge management has provided various forums such as Intranets, on-line discussion
forums, expert panels, etc.

iii. E-learning has made learning easy, irrespective of the time and distance factors, e-learning
has led to the empowerment of employees, since the employers are now able to decide upon the
pace and content of learning, depending on their requirements.

The above developments have affected the executive development process in a significant way
and have helped in transforming the brick-and-mortar learning scenario to an e-learning scenario.

Executive Development –

What are the Important Methods of Executive Development: On the Job Techniques and Off
the Job Techniques

The methods of executive development are broadly classified into two broad categories:

1. On the Job Techniques. 2. Off the Job Techniques.

1. On the Job Techniques:

On the job development of the managerial personnel is the most common form which involves
learning while performing the work. On the job techniques are most useful when the objective is
to improve on the job behaviour of the executives. This type of training is inexpensive and also
less time consuming. The trainee without artificial support can size up his subordinates and
demonstrate his leadership qualities.

The following methods are used under on the job training:

(i) Coaching:

In this method the immediate superior guides and instructs his subordinates as a coach. It is
learning through on the job experience because a manager can learn when he is put on a specific
job. The immediate superior briefs the trainees what is expected from them and guides them how
to effectively achieve them. The coach or immediate superior watches the performance of their
trainees and directs them in correcting their mistakes.

Advantages of the Coaching Method:

(a) It is the process of learning by doing.

(b) Even if no executive development programme exists, the executives can coach their
subordinates.

(c) Coaching facilitates periodic feedback and evaluation.

(d) Coaching is very useful for developing operative skill and for the orientation of the new
executives.

Disadvantages of the Coaching Method:

(a) It requires that the superior should be a good teacher and the guide.

(b) Training atmosphere is not free from the problems and worries of the daily routine.

(c) Trainee may not get sufficient time for making mistakes and learn from the experience.

(ii) Under Study:

The person who is designated as the heir apparent is known as an understudy. In this method the
trainee is prepared for performing the work or filling the position of his superior. Therefore a
fully trained person becomes capable to replace his superior during his long absence, illness,
retirement, transfer, promotion, or death.

Advantages of Under Study Method:

(a) Continuous guidance is received by the trainee from his superior and gets the opportunity to
see the total job.

(b) It is a time saving and a practical process.

(c) The superior and the subordinate come close to each other.

(d) Continuity is maintained when superior leaves his position.

Disadvantages of Under Study Method:

(a) The existing managerial practices are perpetuated in this method.

(b) The motivation of the personnel is affected as one subordinate is selected for the higher
position in advance.

(c) The subordinate staff may ignore the under study.

(iii) Job Rotation:

Job rotation is a method of development which involves the movement of the manager from one
position to another on the planned basis. This movement from one job to another is done
according to the rotation schedule. It is also called position rotation.

Advantages of Job Rotation:

(a) By providing variety in work this method helps in reducing the monotony and the boredom.

(b) Inter departmental coordination and cooperation is enhanced through this method.

(c) By developing themselves into generalists, executives get a chance to move up to higher
positions.

(d) Each executive’s skills are best utilized.

Disadvantages of Job Rotation:

(a) Disturbance in established operations is caused due to the job rotation.

(b) It becomes difficult for the trainee executive to adjust himself to frequent moves.

(c) Job rotation may demotivate intelligent and aggressive trainees who seek specific
responsibility in their chosen responsibility.

(iv) Special Projects Assignment:

In this method a trainee is assigned a project which is closely related to his job. Further
sometimes the number of trainee executives is provided with the project assignment which is
related to their functional area. This group of trainees is called the project team. The trainee
studies the assigned problem and formulates the recommendations on it. These recommendations
are submitted in the written form by the trainee to his superior.

Advantages of the Special Projects:

(a) The trainees learn the work procedures and techniques of budgeting.

(b) The trainees come to know the relationship between the accounts and other departments.

(c) It is a flexible training device due to temporary nature of assignments.

(v) Committee Assignment:

In this method the special committee is constituted and is assigned the problem to discuss and to
provide the recommendations. This method is similar to the special project assignment. All the
trainees participate in the deliberations of the committee. Trainees get acquainted with different
viewpoints and alternative methods of problem solving through the deliberations and discussions
in the committee. Interpersonal skills of the trainees are also developed.

(vi) Multiple Management:

This method involves the constitution of the junior board of the young executives. This junior
board evaluates the major problems and makes the recommendations to the Board of Directors.
The junior board learns the decision making skills and the vacancies in the Board of Directors
are filled from the members of the junior board who have sufficient exposure to the problem
solving.

(vii) Selective Readings:

Under this method the executives read the journal, books, article, magazines, and notes and
exchange the news with others. This is done under the planned reading programmes organized
by some companies. Reading of the current management literature helps to avoid obsolescence.
This method keeps the manager updated with the new developments in the field.

2. Off the Job Training Programme:

The main methods under off the job training programme are:

(i) Special Courses:

Under this method the executives attend the special courses organized by the organisation with
the help of the experts from the education field. The employers also sponsor their executives to
attend the courses organized by the management institutes. This method is becoming more
popular these days but it is more used by the large and big corporate organisations.

(ii) Case Studies:

This method was developed by Harvard Law professor Christopher C. Langdell. In this method a
problem or case is presented in writing to a group i.e. a real or hypothetical problem demanding
solution is presented in writing to the trainees.

Trainees are required to analyze and study the problem, evaluate and suggest the alternative
courses of action and choose the most appropriate solution. Therefore in this method the trainees
are provided with the opportunity to apply their skills in the solution of the realistic problems.

(iii) Role Playing:

In role playing the conflicting situation is created and two or more trainees are assigned different
roles to play on the spot. They are provided with the written or oral description of the situation
and roles to play. The trainees are then provided with the sufficient time, they have to perform
their assigned roles spontaneously before the class. This technique is generally used for human
relations and the leadership training. This method is used as a supplement to other methods.
(iv) Lectures and Conferences:

In this method the efforts are made to expose the participants to concepts, basic principles, and
theories in any particular area. Lecture method emphasizes on the one way communication and
conference method emphasizes on two way communication. Through this method the trainee
actively participates and his interest is maintained.

(v) Syndicate Method:

Syndicate refers to the group of trainees and involves the analysis of the problem by different
groups. Thus in this method, 5 or 6 groups consisting of 10 members are formed. Each group
works on the problem on the basis of the briefs and the backgrounds provided by the resource
persons. Each group presents their view on the involved issues along with the other groups.

After the presentation these views are evaluated by the resource persons along with the group
members. Such exercise is repeated to help the members to look into the right perspective of the
problem. This method helps in the development of the analytical and the interpersonal skills of
the managers.

(vi) Management Games:

A management game is a classroom exercise, in which teams of students compete against each
other to achieve certain common objectives. Since, the trainees are often divided into teams as
competing companies; experience is obtained in team work. In development programmes, the
management games are used with varying degrees of success. These games are the
representatives of the real life situations.

(vii) Brainstorming:

It is a technique to stimulate idea generation for decision making. Brainstorming is concerned

with using the brain for storming the problem. It is a conference techniques by which group of
people attempt to find the solution for a specific problem by amazing all the ideas spontaneously
contributed by the members of the group. In this technique the group of 10 to 15 members is
constituted. The members are expected to put their ideas for problem solution without taking into
consideration any type of limitations.
 Executive Development – Obstacles

The administration of a executive development programme is not an easy task. A number of

problems are encountered in the process- how should employees be motivated? How can they
make the programme rewarding?

How can they feel the progress of the programme? And how can inertia and resistance to change
be broken? A sound programme can be developed only when these problems are first tackled or
overcome. Some of the factors which hamper a executive development are:

(i) Job security of the employees, its stability, and pension; these slow down the mobility of
employees and check the recruitment of younger people;

(ii) Supervisors at different levels, especially in the middle management, often feel trapped. They
are “frozen”, i.e., there is little prospect of their promotion because of the limited opportunities
for advancement available in an establishment. This is especially the case if a man is not ego-
involved and does not take pride in his job.

(iii) Home ownership, homesickness, close ties with one’s family, community and social
activities inhibit development to a large extent; and when these are accompanied by the absence
of job security and chances of promotion, the employees tend to stress the non-job aspects of
their lives.

(iv) Relations between superiors and subordinate are often not conducive to management
development. When a subordinate is afraid of the wrath of his superiors, or when no challenging
situations are offered to him, the chances of his development are greatly reduced.

The superior also finds little incentive for developing subordinates despite lip service, partly
because he does not have much time for it, and partly because of his reluctance to promote a
subordinate lest he lose a good worker and may have to train fresh personnel of unknown
quality.

Executive Development – How to Evaluate Development of Executives?

In the competitive scenario, where the focus is on efficiency and profitability and the return on
investment (RoI) on all the activities of the organization, executive development cannot be an
exception to the phenomenon.

The evaluation of the process assumes importance from the following perspectives:

i. Improving the quality of the training and development process.

ii. Improving the efficiency and competency of the trainers.

iii. Making improvements in the system to make it more responsive and realistic.

iv. Aligning the training activities to the organizational objectives.

v. Building the cost implications of the training into the organizational budget.

vi. Evaluating the RoI on account of training and development to justify further investment.

vii. Changing the perception of the management on training as an expenditure to more as an

investment for the future growth of the organization. The levels of evaluation include the
reaction level, immediate level, intermediate level, and ultimate level.