Management Development Methods Shakhzod Yusupov Group 3300 Management Development Methods

Multiple Management: Multiple management refers to establishment of permanent advisory committees, which discusses matters of prominence in business and makes plausible suggestions and recommendations to the top management. It is imminent to mention here that these advisory committees only make suggestions, the final call for making decision lies with the top management. Many times organisation establish a junior board of directors who discuss all those issues, which are in the purview of senior management. This acts as a potential source for executives who may have an opportunity to succeed the board members. As a tool for management development, it gives the junior managers an opportunity to discuss wide variety of issues facilitating them to gain knowledge and skills in diversified areas. On the other hand it facilitates the top management in identifying their successors and do succession planning and moreover it provides the junior management a practical outlook about working in teams and decision-making.


Committee Assignment: In this method, ad hoc committees are made to discuss a specific subject and make useful recommendations and suggestions. Unlike the multiple management system these committees are not permanent but ad-hoc and discuss a specific issue related to some aspect of the organisation. The committee shall analyse the issue in hand and then present the set of suggestions to the departmental head. For example, if an individual is made a team member in an add-on committee that is developing a training program on safety. As a part of the committee the individual will learn about everything related to safety in the organisation and shall also learn the skill of working in a team.


Special Courses/ Classroom Training: The managers and executives now a days are promoted to attend special courses, which are designed by organisations with the aid of experts from professional institutes. In many cases, the executives are prompted and sponsored by organisations to attend management development programs organised by various management institutions for up gradation of
knowledge and skills of the managers. Continuing with the Nestle example stated above, although the company believes that 10% of the development is through formal training the high performers at Nestle who have the desire for academic progression are given due support from the company through a tie-up with IIM Kolkata. Executive General Management Program (EGMP) and Advanced General
Management Program (AGMP) for different levels are undertaken by the executives. There was another program named Leading the Nestle Way program developed by the Nestle group in partnership with London Business School supports development of top management at the company