Summery leadership and management development : developing tomorrow's managers .chapter 3 - Essay Example

Ashton’s model defines three patterns which an organization can take up in management development. The first pattern is where there’s little or no commitment to management development from line managers. The second is where the line managers are uncertain about the merits of development and participate with low commitment and the third is where the line managers embrace the development concept and integrate it with normal activities. The model emphasizes on the contextual elements such as the goodwill and motivation of key stakeholders in determining the nature of management development.

The Ashridge 4F model The model holds out the prospect of steady movement to higher levels of management development sophistication, strategic integration and purpose. This model has four stages which include the fragmented approach, the formalized approach, the focused approach and the fully integrated model. The fragmented approach is where management development is unplanned thus little connection between the development of organizational goals and the management development. The formalized approach is systematic, planned and integrated with other human resources management functions.

This approach is a forma analysis and practice which may be a demerit to the organization. The focused approach is based on continuous learning and there are clear links between organizational goals and development plans, while the fully integrated model is where all kinds of management learning is integrated in everyday works of the organization and reflects on lessons of development tied to all aspects of human resources management, corporate policy making and overall strategic performance.

Merits for organizations participating in management development include the functional performance which handles the strategic objectives and corporate needs of the organization, the agricultural rationale which helps to cultivate managers to grow into their jobs and the functional defensive which helps a manager to build talent and pool useful skills for the future. Socialization rationale, political reinforcement and organizational inheritance ensure culture building, political credibility, management and career success.

There is also environmental legitimacy which seeks to ensure good public relations, while compensation, psychic defence and ceremonial functions, reward, create a sense of belonging and shows management development as a symbolism of the organization. Systems theory According to Mullins (2001) systems approach can be used to identify an organization and it implies a set of independent, interacting elements, combined together in an organized form so that change in one area influences change in other areas.

In a systems approach, management development is referred to as an assemblage of elements interrelated to a common goal. Input which may include resources, goals, strategies, existing skills, knowledge and standards are received from beyond the organization and transformed by the management development process to give outputs which can be new attitudes, values, commitment and effective organization. The management development process may include coaching and mentoring, new responsibilities, management education and training.

It is used to reinforce the existing values in the organization.