The type of management development programme focused on in this report is ‘basic management training from shift/duty managers’. The course itself was split into residential and in-store training with a mentor. The total residential training lasted for eight days at a national training centre and head office. The time limit given to complete the modules specified for this particular programme was twelve weeks, in-store with a mentor. However, twelve weeks being a rough guide as some required more time and candidates regularly completed the modules outside this limit. The course was tailored not only for people with experience but also for example graduates who would have had little or no experience in managing a shift. However, as this particular programme was centred towards the duty manager level its main focus was around people management, whereby it would deal with; staff motivation levels, training, receiving and giving feed back, appraisals etc, rather than actual business management i.e. managing a profit and loss account.
There were seventeen modules that needed to be completed, below is a table explaining briefly what these modules were:
The modules were very general, however, before putting theory into practice observation played a vital role, whereby trainees were to observe their mentors completing certain tasks in order to learn how to tailor tasks to suit the environment. Upon completing the training there was a test followed by an interview with the Area Manager in which the test results were discussed and the standards of completed modules were assessed.
The informal approaches used whilst completing the management development programme was the mentor advising best practices for within the restaurant. The formal approaches used were the completion of modules and work books as well as observations where both candidates were observing the mentor and the mentor observing the candidate. The programme in itself prepared the trainees for a position as duty manager. The programme was learner centred and in some cases lack of motivation or resources meant that it lasted longer than the original given deadline of twelve weeks.
There were both external and internal factors that influenced the development of duty/shift managers working. The main external factors were that being a food preparation industry, there were many laws and government regulations pertaining to food, safety and obviously regulations for health and safety and employment laws that needed to be learned and put into practice. The main internal factors that influenced management development were the standards set by the company which every manager and team member were expected to have extensive knowledge of. This covered every aspect of the business from the way tables were set to uniform standards to dealing with complaints in a professional manner, which involved more in depth training for management trainees. Although the training provided to trainee managers was quite extensive, practical experience gained via mentors seemed more knowledgeable, as stated quite clearly in the quote below from a previous trainee manager: “I feel that I learned a lot from the course, the modules and the work books as it introduced me to a lot of legal aspects of the food industry which I would not have learned otherwise, but I found that I learned more from the time spent with my mentor about how to be a manager that team members respected”.
As recognised by A.Mumford (1993) there are five stages in the ‘evolution of thought about what managers do’; these are
[1] The generalisation stage
[2] The scientific stage
[3] The management by objective stage
[4] The contingency/ realistic stage
[5] The competency stage
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Many organizations are turning to behaviour assessments and personality trait testing for both hourly workers and managers. Back in the late '90s, only 5 percent of 500 companies used some type of assessment. Today, that figure is climbing to 65 percent. A year 2000 study by American Management Association showed nearly half of 1,085 employers polled use at least one assessment in their interviewing process.
Assessments can help:
- Individuals identify their strengths, know which jobs they are best suited for, and design a development plan to overcome shortcomings.
- HR managers predict a job applicant's success before they are hired.
- Business owners understand the temperament and work style of individual employees and managers.
- Supervisors can give performance feedback to people in a style they understand and accept for improving performance and accelerating professional development.
- People enhance communication, understanding, and improve personal relationships.
- Sales managers select, hire, develop, and motivate super sales people.
For example a company would use the assessment process to improving their hiring and recruitment process. If for instance, previously they made decisions based on the candidates resume and then hired the person based on their ‘gut’ reaction. Once hired, many of these new people created friction, had bad work ethics, and their attitudes had a negative impact on their co-workers.
Conclusion:
Developing people is less expensive than firing them. By understanding behaviour differences an organization can align an employee's motivations with the company's mission. Assessments also help individuals reduce conflict and get along better. Furthermore, co-workers appreciate each person's unique strengths and abilities. With this knowledge organizations and managers can maximize the abilities of their workforce in ways to help make all employees star performers.
References:
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Lessem, R. (1990) Developmental Management: principles of holistic business Oxford, Basil Blackwell
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Managers and their Jobs (Penguin, 1977, new edition 1988);
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The Reality of Organisation (Penguin, 1972, new edition 1986);
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The Diversity of Management 1994.
