The AMA Guide to Management Development

by Tobin, Daniel R.

• ISBN13: 9780814408995
• ISBN10: 0814408990
• Format: Hardcover
• Copyright: 2008-05-27
• Publisher: Amacom Books

Summary

Your first- through third-level managers are the guts of your organization. It's crucial that these managers have powerful development efforts behind them and their employees. But what exactly does your company need to develop in each manager? Is there one competency model that goes point-by-point through every parameter of effective management development?

Author Biography

Daniel R. Tobin (Stamford, CT) is Vice President of Instructional Design and Development for the American Management Association (AMA) and has more than 30 years' experience as a corporate training director, consultant, writer, and speaker on corporate learning strategies.

Margaret S. Pettingell (Hillsborough, NJ) is is an instructional designer with AMA. She previously held positions with Novations Group, Accenture, and Decker Communications.

Table of Contents

Foreword	p. v
Introduction	p. 1
Starting with the End in Mind	p. 7
Competence: The Ability to Do Something Well	p. 27
The AMA Management Development Competency Model: Knowing and Managing Yourself	p. 49
The AMA Management Development Competency Model: Knowing and Managing Others	p. 77
The AMA Management Development Competency Model: Knowing and Managing the Business	p. 117
Selecting for Competence	p. 165
Developing Employees	p. 177
Management Development Beyond Training	p. 195
The Role of the Manager/Employee Relationship	p. 211
The Role of the Organizational Leadership	p. 227
The Role of the Human Resources Group	p. 241
The Role of the Training Group	p. 253
The Future of Management Development	p. 267
The AMA Management Development Competency Model	p. 277
Endnotes	p. 323
Index	p. 327
Table of Contents provided by Ingram. All Rights Reserved.

Excerpts

Introduction Over the past eighty-five years, the American Management Association (AMA) has delivered thousands of seminars to millions of participants across the globe. It is rare for us to attend any business gathering without meeting people with fond memories of an AMA program they attended sometime in their career, while many tell us of AMA programs that were important milestones that shaped their career progress. For example, when Dan Tobin joined AMA several years ago, he spoke with an uncle who retired fifteen years earlier from a sweater manufacturer, where he worked his way up from office manager to company CEO. He said that over the span of forty years he attended half a dozen AMA seminars, and that they ranged from very good to outstanding, and that all were important milestones in his career progression. AMA's CEO, Ed Reilly, recently met a Fortune 500 CEO who told him that early in his career he had attended an AMA seminar on strategic planning, and by using what he learned in that seminar he accelerated his journey from a young marketing manager to eventually becoming the company's CEO. For years, AMA's corporate customers have repeatedly asked us two questions: - What is AMA's competency model for individual professionals, first-level managers, and mid-level managers? - How can our organization best develop its employees so that we have a ready supply of future management and leadership talent to grow our organization? This book will help answer those questions. In AMA's history there were attempts to answer the competency question with rudimentary competency models and a concept we called "learning paths." This is not to say that there was no information on the subject generally available. There are many competency models to be found in the worldwide management literature, from consulting and training firms, business school professors, and training pundits, as well as hundreds or thousands of company-specific competency models developed over the past decades. And there are tens of thousands of books offering management advice from hundreds of publishers around the world, including AMACOM, AMA's own book publishing operation. Starting two years ago, AMA's portfolio management group, which is responsible for defining AMA's program offerings, led an organization-wide effort to define an AMA competency model for individual professionals, first-level managers, mid-level managers, and functional managers. This research examined a number of models that existed in the public domain, including many of the well-researched competencies developed by the Lominger organization, the U.S. Government Office of Personnel Management (OPM), and the UK Management Standards Centre. In this book, we further categorized these competencies into three broad categories, those that deal with: - Knowing and managing yourself. - Knowing and managing others. - Knowing and managing the business. Please note that even for individual professionals, both those who aspire to climb the management ladder and those who plan to stay in individual roles, there are important competencies required in all three of these categories, for even if an individual professional will never "manage the business," he or she still needs to have some business knowledge and acumen. The AMA Management Development Competency Model, as presented in this book, is not meant to be the be-all and end-all of competency models, but it provides a realistic framework of competencies on which to base your organization's management development efforts. Because competencies are general in nature, there can be lengthy debate on what to call a given competency, or whether a particular competency is more or less importan