Executive Development

Executive
Development
Definition:
•The basic purpose of executive development is to
i m p ro v e m a n a g e r i a l p e r f o rm a n c e b y i m p a r t i n g
knowledge, changing attitudes or increasing skills.
Training certainly helps in improving job-related skills
but when the intent is to enhance executives’ ability to
handle diverse jobs and prepare them for future
challenges the focus must shift to executive
development.
Features of executive
development
• It is a planned effort to improve executives’ ability to handle a variety of
assignments.
• It is not a one-shot deal, but a continuous, ongoing activity.
• It aims at improving the total personality of an executive.
• It aims at meeting future needs unlike training, which seeks to meet
current needs.
• It is a long term process, as managers take time to acquire and improve
their capabilities.
• It is proactive in nature as it focuses attention on the present as well as
future requirements of both the organisation and the individual.
Importance of executive development
• Invaluable investment in the long run as it helps managers to

acquire requisite knowledge, skills and abilities needed to handle
complex situations in business.
• Enables executives to realise their own career goals and

aspirations.
• Helps executives to step into superior positions easily.
• Assists executives in enhancing their people-management skills,

taking a holistic view of various problems.
Executive Development Programmes: Steps
• Analysis of organizational development needs- a close and critical
examination of the present and future development needs of the
organization.
• Appraisal of present managerial capabilities- a qualitative
assessment of the existing executive talents.
• Inventory of executive talent- (in terms of age, service, education,
experience etc.- This is to prepared to have complete set of information
about each executive in each position
• Planning of individual development programmes- guided by the
results of performance appraisal that indicates strengths & weaknesses.
• Devising appropriate development programmes- to establish the
developmental opportunities.
• Evaluating results- to save time, money and effort. It covers the
areas where changes need to be undertaken
When using case studies
• Be clear about learning objectives and explore possible ways to realise the
objectives.
• Decide which objectives would be best served by the case method.
• Find out the available cases that might work or consider developing your own.
• Set up the activity – including the case material, the room and the schedule.
• Observe the principles that guide effective group interactions.
• Provide an opportunity to all trainees to participate meaningfully and try to
keep the groups small.
• Stop for process checks and get set to intervene when interactions go out of
hand.
• Allow for different learning styles.
• Clarify the trainer's role as a facilitator.
• Bridge the gap between theory and practice.
Sensitivity Training- This is a method of changing
behaviour through unstructured group interaction. The
primary focus is on reducing personal frictions.
Features of T-group training

T-Group consists of persons.
A leader acts as a catalyst and provides a free and open
environment for discussion.
There is no specified agenda.
Members express their ideas, feelings and thoughts freely and
openly.
The focus is on behaviour rather than on duties.
The aim is to achieve behaviour effectiveness in transactions
with one's environment
Benefits
• Participants gain rich experience in getting along with
people.
• The exclusive focus on each others' behaviour helps
participants to observe, analyse and then respond
appropriately.
• Trainees can find out where they stand in comparison to
others.
• The agenda less discussions encourages the participants to
come out more openly and share their opinions with others.
• The opportunity to take charge of the group is always
inherently present for the right candidate.
Costs
• Considerable time is wasted in agenda-less, direction-less
discussions.
• T-group leaders may lack the skills to instill enthusiasm and
confidence in participants.
• There is an immoral and unjustified invasion of privacy, based on
false assumptions about the nature of human relationships at
work.
• The interchange of opinions in an open manner may be punished
by superiors at a later stage, using some pretext or the other.
• T groups may actually destroy team learning and team spirit as
they encourage participants to be hostile without feeling guilty
during training.

Executive Development

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Executive

• Invaluable investment in the long run as it helps managers to

• Enables executives to realise their own career goals and

• Helps executives to step into superior positions easily.

• Assists executives in enhancing their people-management skills,

Features of T-group training

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