Being a South Asian developing country, management development (MD) practices in Sri Lanka has received insufficient attention. The paper reports results of an empirical investigation of 219 managers and 78 human resource (HR) managers on MD practices in Sri Lanka. The study investigated different processes by which MD takes place in organizations, the nature of immediate senior managers' support for MD, the importance given to the HRM function in the organizational strategy and the HR managers' contribution to the organizational strategy on MD aspects. The research findings indicate more similar MD practices across the three forms of ownership -local, foreign and joint venture. The conclusions address the existing practice and implications.
To cite this article: Vathsala M. Akuratiyagamage (2005) Identification of management development needs: a comparison across companies of different ownership -foreign, joint venture and local in Abstract This paper presents the results of an empirical investigation of seventy-eight human resource managers employed in seventy-eight wholly foreign-owned, foreign and local joint venture and wholly local-owned export-oriented clothing manufacturing companies in Sri Lanka. The study investigated human resource managers' views on whether organizations identify development needs of managers, and, if so, from what sources. The findings of the study shed light on the identification of management development needs and on differences across companies of different ownership. The data revealed evidence of the existence of the identification of development needs of managers in the industry. Organizational strategies, succession plans and performance appraisal give rise to identify development needs of managers, other than requests from both heads of divisions/immediate superior managers who like their subordinates to be developed and managers themselves who desire to develop. Further, the results of the analysis of variance revealed that in certain aspects there are significant differences in the identification of development needs of managers. The results and implications of the findings are discussed.
The paper argues the importance of a more formalised and structured approach to learning. Both formal and informal development processes are enhanced only if those processes are structured and planned through the accurate identification of needs, the establishment of objectives, the use of appropriate techniques and meaningful assessment mechanisms. Identifying what managers' want through self-diagnosis provides the focus on what is to be learnt Setting goals directs managers towards an appropriate direction while goal sharing with others may be useful in providing mutual support and challenge. Designing learning processes based on goals and appropriate resources and support for learning enable managers to achieve those goals. Finally, by reflection success and failure can be assessed. This provides information on whether learning was on the track or whether goals have to be revised. The paper, further emphasises the need of organisational support systems for what individuals learnt from the development interventions to flow freely within the organisations to be captured and used by other organisational members
Human performance is instrumental in achieving organisational objectives,' management development (MD) has been evident in organisations as an important tool to enhance individual and team performance. The organisational dimensions that influence MD operate in an integratedfashion and influence the way MD is perceived, how it is positioned, and how it is managed within the wider organisational context. This paper proposes that MD should be closely integrated with seven key dimensions,' MD research should not only be concentrated on the MD component itself, but also on the relationships that it has with these dimensions.The implications ofthe proposedframework on theory and practice are also discussed.
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