Management Development Methods Shakhzod Yusupov Group 3300 Management Development Methods

Understudy Assignment:
Understudy assignments are used by organizations to develop the employee’s abilities so that he or she can fill a specific position. In the case of an understudy, usually the trainee is prepared to perform the tasks of his superior. Trainee is the person who may be undertaking the duties and responsibilities of the particular position in the near future. This technique may bear similarities with coaching but in the case of an understudy the manager may choose an incumbent and train him to learn his job, as he may be the prospective successor for his or her position. An understudy can be developed in a variety of methods, for instance the manager may collectively handle his day to day decision making with the understudy so that he also can get a know-how of the operating problems faced by the manager. The manager can also ask the understudy to analyze and make suggestions and
recommendations about certain issues and implications faced by the manager. It is advantageous to use this method because it prepares a competent workforce to take key positions whenever a vacancy arises due to promotion, transfer, and retirement etc. This method has mutual benefits for the understudy as well as manager as the understudy gets prepared for the future position and manager is relieved of some of his workload. Furthermore, the organization is also in a positive position because if the executive leaves suddenly, they may have a ready supply of talent to take up his position. The understudy assignment acts as a strong source of motivation as the trainee is aware that he is being prepared for a promotion or higher level position. But the method of understudy assignment has its own demerits also like the understudy may become over confident because he or she may think that the competition for promotion is over and may not use his complete potential. The other employees may see selection of a particular employee as an act of favoritism. There are chances that the knowledge of the understudy shall be bound by the knowledge of his superior only.


Job Rotation: Job Rotation involves logical effort to transfer a manager from one task to another in a planned way. The lateral transfers facilitate the employees to gather wide variety of knowledge and skills across various functions and broadens his outlook towards other jobs as the executive can empathise and appreciate the issues faced by other managers. It is an exercise that helps in learning by experience as an executive who rotates on the job gathers more experience and knowledge as compared to the one who does not rotate on various tasks and positions, thus job rotation can be considered as an effective tool for career development. Also, an employee who rotates on various tasks or positions grows to have diversified skills vis-à-vis the employees who do not rotate leading to development of generalists in the organisation for higher management positions. A robust job rotation policy helps the organisation to learn about the hidden potential of employees and it can use the skills and abilities of the employee completely to achieve the firm’s objectives. Nestle commits a learning environment to its employees and states that it encourages people to develop a learning attitude. The company states that learning is a combination of three categories namely job experiences, relationship based and education based. The company states that
to design high quality development plans it is necessary to apply the 70/20/10 principle wherein it states that on the job experiences have the highest impact on professional and personal development, relationship based approaches have a 20% impact and formal training or educational opportunities account for 10% of the people development. Thus Nestle believes that the most impactful development is
experience based development which comes through job rotations, dometic mission assignment, stretch assignments etc.