Management is an activity carried out by human beings and as such, influenced by their personal characteristics, as determining elements of what has been called the managerial style.
Leadership, the ability to negotiate and harmonize, are part of the personality and in turn define the manager's style as well as his possibilities to obtain results with a high level of performance.
Closely linked to the training of personnel, there is a topic of great importance in the area of Human Resources, it is the one related to Management Development, which refers to how managers' performance can be improved so that they can lead a group of better way.
The purpose of Management Development is to prepare (through courses, workshops, that promote an elevation of knowledge as well as a change in attitudes, supported by the improvement of skills) to managers, with the premise of improving the future performance of all the organization.
It could be affirmed that Management Development is a powerful tool to prepare employees, and especially managers, to assume higher-level positions, which leads to an increase in the level of managerial talent as well as promotion "from within" in an organization.
To start developing a Management Development system, it is important to determine the managerial needs within an organization, then verify the managerial talent that is available through the pertinent information that is available from the people who aspire to have a managerial position (evaluation of performance, skills, experience, etc.). Finally, the development needs of each person who aspires to the position are analyzed, indicating what they should be trained in and subsequently choosing the one with the best result.
Another issue to be discussed, no less important, is managerial training in the same job, through important techniques such as:
Job rotation: "Know a little about everything" would be the motto at this point, where an employee is rotated by different departments, so that he gains experience in all the operations of an organization and can discover his preferences in contact with different activities, as well as its strengths and weaknesses. This point is of utmost importance to a manager because he or she could better understand the needs of others.
Advisory and replacement method: It explains that the person who is going to occupy a managerial position works and is trained under the direct advice of the person who is going to replace and this is responsible for the training and evolution of the teaching process. Communication between the two actors in this process is essential for quality learning, which would be demonstrated in the subsequent exercise of the activity by the replacement.
Panels of managers in training: At this point, the aim is to provide training and information to mid-level managers about the general procedures of a company and motivate them to propose solutions to problems or difficult situations that are arising. The objective is to give these managers experience to improve situations of uncertainty at the organizational level.
Action learning: it also has to do with training middle-level managers where they work to solve problems in departments that are not their own and analyze and discuss proposals to then determine results and achievements.
A small inconvenience may be that the full-time services of a competent manager are lost at some point when working in other departments.
