EXECUTIVE DEVELOPMENT PROGRAMME.docx

Executive Develoment Programme (EDP)-is a systematic and continuous process through which the executives learn advanced knowledge and skills in managing.

1. EXECUTIVE DEVELOPMENT PROGRAMME
Executive Develoment Programme (EDP)-is a systematic and continuous process
through which the executives learn advanced knowledge and skills in managing.
 A planned effort to improved executive’s ability to handle high-level
responsibilities.
 It is continuous, ongoing activity as it aims improving total personality,
behavior, attitude of managers which cannot be done overnight.
 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 the the organization and the individuals.


FACTORS INFLUENCING EXECUTIVE DEVELOPMENT
1. Addressing vital business challenges and issues.
2. Implementing technological awareness and proficiency
3. Advancing abilities needed to create vision and accomplish working strategies.
4. Increase and enhance work productivity
5. Generate a motivating vision with the ability to engage others.

PROCESS OF EXECUTIVE DEVELOPMENT

 Analysis of development needs: It is necessary to determine how many and
what type of executives are required to meet the present and future needs
of the enterprise.
 Appraisal of the present managerial talent: A qualitative assessment of the
existing executives is made to determine the type of executive talent
available within the organization.

2.  Planning Individual development programmes: Each one of us has a unique
set of physical, intellectual and emotional characteristics. Therefore,
development plan should be tailor made for each individual.
 Establishing training and development programme: The HR department
prepares comprehensive and well conceived programmes.
 Evaluating developing programs: Considerable money, time and efforts are
spent on executive development programmes. It is therefore natural to find
out to what extent the programmes’s objective has been achieved.


METHODS OF EXECUTIVE DEVELOPMENT
1. On the Job methods –learning of executive’s takes place at the job place. These
are time and cost saving techniques.
 Coaching: Superior guides and trains the subordinates or trainees as
a coach.
 Job Rotation: Person is moved from one job to another on some pre-
planned basis.
 Under Study: One person is selected by superior and trained like his
descendant.
 Multiple Management: A junior board of executives is made to learn
the skills of BOD.
 Selected Readings: Development is through reading. New and
creative managerial techniques are innovated.
 Committee’s Assignment: Is formed of trainee executives.
 Project Assignments: A group of workers is given a project work
related to their functional area.
2. Off the Job Methods- The development process is not carried at job location
but somewhere outside the job area.
 Case Studies: Trainees are given a case in writing.
 Conference Method: A formal meeting conducted deliberately.
 Role Playing: Trainees are given the roles which they act on the
stage.

3.  Lectures: It is cost effective and consumes less time.
 Group Discussion: One topic of study is discussed by members of a
group.
 In-Basket Exercise: Employees are given a basket or tray or box
containing papers and files which are related to their functional
area.
 Managerial Games: Represent the real life situations of business.
 Sensitivity Training: Conducted under controlled conditions, also
called laboratory training.
SELF DEVELOPMENT
Self Development- is taking steps to better you, such as by learning new skills or
overcoming bad habits. Refers to those activities that improve a person’s talents,
potential, consciousness and ability to realize dreams and create wealth. In short,
it’s what you do to improve yourself and prospects in life.
Methods of Self Development:
1. Constructive behavior
2. Time Management
3. Self Study


KNOWLEDGE MANAGEMENT
Knowledge Management- is the explicit and systematic management of vital
knowledge and its associated processes of creation, organization, diffusion, use
and exploitation.
The four dimensions
1.Personal Knowledge Management-This is a ‘bottom up’ approach and comes
from the belief that by improving the personal ability of employees to better
identify, capture, store, share and apply their personal knowledge, this will

4. inevitably result, as an automatic outcome, in better knowledge management at
the team, organizational, and inter-organizational levels.
-The personal or individual level refers to the personal knowledge, capabilities,
experiences, competencies and personal development issues for each individual
knowledge worker. Therefore, the strategies, methods and tools used for this
dimension are at the personal level, and include methods and tools to personally
capture, learn, interpret, envision, analyze, synthesize, communicate, create,
share and apply.
-Personal knowledge management has been greatly accelerated by mobile,
wireless and web-based tools such as smart phones, iPads, cameras and
camcorders, personal computers, search engines, tweeting, blogging, wiki’s
(wikipedia) websites etc
2. Team Knowledge Management
-This is an approach that comes from the realization that teams are ‘the key
knowledge work units’ or knowledge engines of the organization.
-It has been recognized that a team that ‘collaborates’ well transfers knowledge
between members much faster, and, as importantly, is a powerful creator of new
knowledge. Project team leaders can now produce new knowledge as a key
deliverable, as well as, and alongside the traditional project deliverables.
-Team knowledge management, therefore, is based on ‘Share’ or ‘Pull’ models of
information and knowledge transfer, as opposed to the overused ‘Send’ or ‘Push’
models that create information overload. It is also based on team knowledge
plans.
3. Organizational Knowledge Management
-The intention being to introduce a KM strategy and a supporting infrastructure
for better creating, storing, sharing and apply knowledge across the entire
organization.
-This approach is primarily a ‘top down approach’. It starts by identifying the key
knowledge assets, or critical knowledge assets of the organization that are
needed to achieve its objectives, and then sets out to develop and leverage those
assets as fast as possible.

5. 4. Inter-Organizational Knowledge Management
-The level of inter-organizational management refers to inter-enterprise
relationships and knowledge value networks and partnerships. Hence, knowledge
networks with customers, suppliers, partners, competitors, sub-contractors,
stakeholders etc.
-Inter-Organizational knowledge management is based on the realisation that the
most valuable knowledge sources and resources can be, and probably are,
outside your own organization. Commercial organizations and educational
establishments are increasingly co-partnering with customers, suppliers and even
competitors, to collaborate, share and develop new knowledge and innovative
products and services, together as one.