Developing Managers in Business Essay

Success in the have it offledge economy comes to those who know themselves, their strengths, their values, and how they best perform (Peter Drucker)The main aim of this report is to focus on a circumstance management ontogenesis plan and by identifying how it work ups to determine whether it has been effective in developing the manager for its business. The report looks at how certain management culture programmes have been used to become shift/ tariff manager for a particular brass instrument.It identifies a range of formal and informal approaches that have been used to realise effective outcomes. It also includes examining the main external and internal factors that have influenced management development. Further more(prenominal) the report identifies any shortcomings and changes that are required to improve the process of developmental management. The main method used to conduct this report was obtaining first hand information from a shift/duty manager at a local anaesthet ic food industry however, relevant literature resources have also been used to support views, evaluations and recommendations made.Rosemary Stewart who has been noted for studies of organisations and managers in action. Based on Managers and their Jobs, (1967/1987) identified cardinal approaches to defining the term management. Theses are as follows1. Theoretical approach this is ground on the development of theories of management, using approaches focused on political, economical, sociological, psychological or anthropological theory and philosophy.2. Descriptive approach has been given a very simple definition, the job that managers and supervisors do.3. Comparative approach based on the hierarchical organisation and structure within an organisation, also focused on comparison and evaluation methods4. Action-based approach this focuses more on the way that those defined as managers spend their sequence management as the activities carried out by managersWhat is management d evelopment? According to Lessem, R (1990) developmental management is humanistic in essence in separate words the developmental manager values the whole team up and values them for their inter-dependence. In order to fully understand the concept of management development it is meaty to know of its historical roots. In the workplace individuals and managers unaware of certain behaviour patterns will unintentionally damage their personal effectiveness. When a manager understands the unique differences surrounded by individuals then they are in a more powerful position. They are better able to manage, understand, and lead the great unwashed towards higher(prenominal) train of productivity, lower frustration, higher morale, and better retention rates.The type of management development programme focused on in this report is basic management training from shift/duty managers. The course itself was split into residential and in-store training with a mentor. The total residential train ing lasted for eight days at a national training revolve around and head office. The time limit given to complete the modules specified for this particular programme was twelve weeks, in-store with a mentor. However, twelve weeks being a rough ingest as some required more time and candi epochs regularly completed the modules outside this limit.The course was tailored not only for people with experience only when also for example graduates who would have had little or no experience in managing a shift. However, as this particular programme was centred towards the duty manager level its main focus was around people management, whereby it would deal with staff motivation levels, training, receiving and giving feed back, appraisals etc, rather than actual business management i.e. managing a meshing and loss account.There were seventeen modules that needed to be completed, below is a table explaining briefly what these modules wereModulesProgramme1-3Orientation and Getting Started. ( was completed during residential)4-5Cleanliness, Sanitation and diet Safety. Begins by basic training as would be for all members of staff within the organisation, then becomes more involved in how to effectively manage a team to ensure food refuge and cleanliness standards are high as they are constantly observed and monitored.6-7Safety, Security and Crisis Management. How to ensure the safety of staff and customers on shift, including health and safety. Basically teaches the manager how to deal with anything from a power cut to an armed robbery.8-9Product Excellence. Begins quite basic as to how to identify an out of date product, then becomes more in depth regarding basic stock control, ordering procedures etc.10-12Basic Human Resource and Labour Management. Dealt with how to effectively manage a team, including exercises on legal responsibilities of a manager with regards to discrimination, grievance procedures and disciplinary action as well as staff training issues, coachin g, how to motivate a team and managing cost of boil on a shift-to-shift basis.13Service Recovery. How to prevent, anticipate and deal with customer complaints and how to effectively observe and analyse team member exercise to castrate the risk of a complaint.14Opening the Restaurant.15Shift Change.16Closing the Restaurant.The above three points (14-16) are self explanatory. Trainee managers were expected to work through these whilst observing the mentor complete the tasks in order to see how the aspect of previous modules were put into practice for example stock control, security, cost of labour etc.17Floor Management. Dealing with problems prior to them becoming formal complaints or even accidents. This included the figure of eight walk, prioritising new unpredicted tasks and team member recognition.The modules were very general, however, before putting theory into practice observation played a vital role, whereby trainees were to observe their mentors completing certain tasks in order to learn how to tailor tasks to suit the environment. Upon completing the training there was a testify followed by an interview with the Area Manager in which the test results were discussed and the standards of completed modules were assessed.The informal approaches used whilst completing the management development programme was the mentor advising best practices for within the restaurant. The formal approaches used were the completion of modules and work books as well as observations where both candidates were observing the mentor and the mentor observing the candidate. The programme in itself prepared the trainees for a position as duty manager. The programme was learner centred and in some cases lack of motivation or resources meant that it lasted longer than the original given deadline of twelve weeks.There were both external and internal factors that influenced the development of duty/shift managers working. The main external factors were that being a food preparatio n industry, there were many laws and government regulations pertaining to food, safety and obviously regulations for health and safety and employment laws that needed to be learned and put into practice. The main internal factors that influenced management development were the standards set by the company which every manager and team member were expected to have extensive knowledge of.This covered every aspect of the business from the way tables were set to uniform standards to dealing with complaints in a professional manner, which involved more in depth training for management trainees. Although the training provided to trainee managers was quite extensive, practical experience gained via mentors seemed more knowledgeable, as stated quite clearly in the quote below from a previous trainee manager I feel that I learned a lot from the course, the modules and the work books as it introduced me to a lot of legal aspects of the food industry which I would not have learned otherwise, bu t I found that I learned more from the time spent with my mentor about how to be a manager that team members respected.As recognised by A.Mumford (1993) there are atomic number 23 stages in the evolution of thought about what managers do these are1 The generalisation stage2 The scientific stage3 The management by objective stage4 The misfortune/ realistic stage5 The competency stage..Many organizations are turning to behaviour assessments and personality trait testing for both hourly workers and managers. Back in the late 90s, only 5 percent of 500 companies used some type of assessment. Today, that figure is climbing to 65 percent. A year 2000 study by American Management Association showed nearly half of 1,085 employers polled use at least one assessment in their interviewing process.Assessments can back up* Individuals identify their strengths, know which jobs they are best suited for, and design a development plan to overcome shortcomings.* HR managers predict a job applicant s succeeder before they are hired.* Business owners understand the temperament and work flare of individual employees and managers.* Supervisors can give performance feedback to people in a style they understand and accept for improving performance and accelerating professional development.* People enhance communication, understanding, and improve personal relationships.* Sales managers select, hire, develop, and motivate super sales people.For example a company would use the assessment process to improving their hiring and recruitment process. If for instance, previously they made decisions based on the candidates resume and then hired the person based on their gut reaction. Once hired, many of these new people created friction, had bad work ethics, and their attitudes had a negative impact on their co-workers.ConclusionDeveloping people is less expensive than firing them. By understanding behaviour differences an organization can align an employees motivations with the companys mission. Assessments also help individuals reduce conflict and get along better. Furthermore, co-workers appreciate each persons unique strengths and abilities. With this knowledge organizations and managers can maximize the abilities of their workforce in ways to help make all employees star performers.References Lessem, R. (1990) Developmental Management principles of holistic business Oxford, Basil Blackwell Managers and their Jobs (Penguin, 1977, new edition 1988) The Reality of Organisation (Penguin, 1972, new edition 1986) The renewing of Management 1994.