Developing talent within your organisation
Management development has been defined in a number of different ways. Anyone with responsibility for organising resources or people is a manager. In the past 20 years, the amounts spent on management development have increased substantially, as have the numbers covered. The Chartered Management Institute estimated that in 2003 UK employers invested £10.6bn annually in management development, or £589 per employee. The following extracts illustrate definitions of management development used in literature.
“The term and processes of ‘management education’, ‘management development’ and ‘organisational development’ merge into one another both in understanding and practice….I use management development to describe the total process by which managers learn and grow in effectiveness….Management development is perceived as an attempt to increase managerial effectiveness through planned and deliberate learning process…We have to take account of both formal and informal processes.” (Mumford, 1989)
Management development can include:
- Structured informal learning: work-based methods aimed at structuring the informal learning which will always take place
- Formal training courses of various kinds: from very specific courses on technical aspects of jobs to courses on wider management skills
- Education: which might range from courses for (perhaps prospective) junior managers or supervisors at NVQ Level 3 to Master of Business Administration (MBA) degrees.
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