THEORIES OF MANAGEMENT DEVELOPMENT Essay Example | Topics and Well Written Essays - 1000 words

THEORIES OF MANAGEMENT DEVELOPMENT - Essay ExampleTherefore, not all lessons in attention exploitation are products of theories alone. It can be said that management development theories give a framework of analysis and understanding in modeling the schooling process in real creative activity experience. It is imperative for business organizations to give emphasis to management development. In fact, it should be central to business strategy and encyclopedism should be a cherished organisational value (Thomson et al., 2011). This paper aims to provide a brief discussion on the basic theories involved in management development. To do so, every theory would be provided ample space for articulation and are divided into sections of this essay. Steps in Management Development Mumford points out that management development, generally, cannot be planned or purposely initiated. What can be done, however, is that the experiences of managers which may be accidental, unintentional, and info rmal should be assessed and considered as a learning experience afterwards (Mumford & Gold, 2004). However, there is an opposing view on this matter. Ashton defines management development as a conscious and systematic decision making process to control the development of managerial resources and achieve organizational goals and strategies (Dalton, 2010). Ashtons model defines three patterns that an organization can take up in management development. The first pattern is where there is 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 get across 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 character of management development. It is apparent that Ashton takes into c onsideration the three possible attitudes of managers towards the aspect of continuous build-up of leadership skills. The Ashridge 4F Model The model holds out the prospect of steady movement to high 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 co-ordinated model (Select Knowledge, 2001). At a glance, this theory may be considered as the combination of the Mumfords thesis and the Ashton management development model. This is because the 4F model actually integrates the essential assertion of Mumford that learning in management is not always formal or planned. However, it also takes a proactive approach, overcoming the empiricist tendency of Mumfords argument. The fragmented approach is where management development is unplanned thus little connection between the development of organizational goals and the management deve lopment. The formalized approach is systematic, planned and integrated with other human resources management functions. This approach is a formal 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