Discussion Replies: Management Development and Organizational Development

Question 1. Why is it important for an HRD practitioner to understand managerial roles and competencies? How are these assessed? How is the information used as a needs assessment in designing a management development program?

            The structure of organizations vary, which in turn requires goals, guidelines, and employees to be organization specific.  These attributes will help to foster an environment that is efficient, knowledgeable and goal driven.  It is a critical component for HRD practitioners to fully understand managerial roles and competencies as way to gauge individual development, skills/competencies that are necessary for effective performance and ability to identify any constraints (Werner, 2022).  In addition, HRD practitioners that demonstrate an understanding of these attributes are better able to produce a beneficial and effective management development program.  HRD practitioners should be able to identify and work with a realm of features revolving around learning and development of employees and management, however, a lack of information related to competency development has been linked (Shet, Guidice, & Rammal, 2021). 

HRD practitioners must be able to identify the job that those in management positions hold within their own organization before development processes and programs can be developed and implemented.  HRD practitioners should remain diligent in how they view those in management positions, understanding they too are just people performing assigned duties (Werner, 2022).  Organizations that work towards ensuring a culture that demonstrates high-performance levels can be labeled as competent resources (Shet, Guidice, & Rammal, 2021).  Measures that HRD professionals can facilitate to assess managerial roles and competencies include: 1) recognize one goal of management is to develop the whole person to manage effectively within the organization, 2) develop programs and processes that go beyond a one-time event, 3) expand programs to recognize relationships during the learning process of the management role, 4) implement programs that recognize values, knowledge, and participant experiences, 5) consider the talents that a person brings to the job, and 6) recognition inclusion of issues when conducting assessment and evaluation of management development programs (Werner, 2022).

An effective management development program can be designed utilizing the same processes as a HRD program, which include needs assessment, program design, program implementation, and the evaluation of established program (Werner, 2022).  For those in management positions to be successful, one must engage in understanding the working components of the organization, a well as working as a team with subordinates. Ecclesiastes 4:9-12 (KJV) states, “Two are better than one; because they have a good reward for their labour.” HRD practitioners are available to work together with management on a variety of issues to ensure organizational growth. In addition, management is tasked with executing strategic goals, decision making and employee motivation (Yamazaki, Toyama, & Putranto, 2018). 

 

References

Shet, S. V., Manlio, D. G., & Rammal, H. G. (2022). Managerial challenges to promoting competency-based intellectual capital in emerging market economies – developing a framework for implications. Journal of Intellectual Capital, 23(1), 85-102. https://doi.org/10.1108/JIC-01-2021-0018

Werner, J. M. (2022). Human Resource Development Talent Development (8th Ed). Boston, MA: Cengage.

Yamazaki, Y., Toyama, M., & Andreas, J. P. (2018). Comparing managers’ and non-managers’ learning and competencies. Journal of Workplace Learning, 30(4), 274-290. https://doi.org/10.1108/JWL-08-2017-0074