EXECUTIVE DEVELPOMENT STRATEGIC VIEW

Tej Ratnam Rawat, Research Scholar

Dr. Bhavna Johri, Lecturer, Baikunthi Devi Kanya Mahavidyala, Agra

ABSTRACT

Management in every organization is the guiding force which leads the

organization towards the achievement of the desired goal that ultimately contributes
to the value creation in the mind of consumers, satisfaction for the owners and
employees. Executive development, therefore, is an important aspect which requires
to be given top priority. The business environment is changing at an ever-
quickening pace requiring ongoing education. Managerial work has become
increasingly fast-paced, less structured and more reliant on strong interpersonal
and leadership skills than ever before. In addition, with a shrinking labor pool,
organizations need to take steps to identify strong leaders and provide the
appropriate development opportunities for them.
INTRODUCTION

In today's competitive world, executives constituting management must be

very dynamic skilled, efficient, visionary, creative, inspiring, team players, effective
decision - makers and above all leaders and change agents.

Given the dynamism and potential of Indian market, changing pattern of

consumer demand and preferences, product options available to the consumers in
the market, the only focus for growth today is higher level of customer satisfaction.
Service industry, where the product is intangible, personal interaction is the key of
marketing. Executive of the industry therefore need to be adequately skilled to meet
the challenges.

Indian executives, especially of service sector organizations are required to respond

to the challenges posed by Liberalization, Privatization and Globalization (LPG)
policy of the government. Moreover, Indian Executives are expected to take the
organization to the global standard of performance. Last decade has shown many
changes in the attitude of senior executives.

EXECUTIVE DEVELOPMENT

Managers need a broad variety of skills—leadership and supervisory,

communication, general business, organizational and technology. They need a solid
understanding of the industry in which they operate and the structure and functions
of the organization. They need to be familiar and comfortable with finance,
marketing and operations—regardless of their particular area of expertise. And
they need to clearly understand the organization's culture, philosophies, policies and
procedures.
Today, it is the growth that makes one person stay at the company. The opportunity
and challenges is what keeps a person satisfied and charmed with his job.
Companies have understood this fact and therefore are forming policies and
procedures to develop their employees. Executive development aims at improving
executives performance, show its concern for human dignity, aesthetic growth and a
quest for excellence

Executive development is a continuous and systematic process of training

and growth by which executives gain and supply skills, knowledge, attitudes and
insights to manage the work in their organization in an effective and efficient way.
Executive development is a process of improving an individual’s managerial
effectiveness through a planned and deliberate process of learning. Executive
development programme in an organization aims at achieving the following
objectives -

1. To make sure that the organization has the required numbers of managers
with the required skills to meet the present and anticipated future needs of
the business.

2. To motivate managers to grow a persons and in their capacity to handle

greater responsibility.

3. To improve the effectiveness and efficiency of managers at all levels in the

jobs that they hold now.

4. To sustain good performance of managers through out their careers.

HUMAN RESOURCE

Human Resource, the most vital and living element in all factors of
production, plays a very crucial role in the development and success of any
enterprise. It is a matter of common knowledge that every business organisation
depends for its effective functioning not so much on its material or financial
resources as on its pool of able and willing human resources. The human resource
becomes even more important in the service industry whose value is delivered
through information, Personal interaction or group work. It is rightly said that
companies do not make profit, people do.

Human Resource Management (HRM) is concerned with the "People

dimensions in Management." Human Resource Management is the term
increasingly used to refer to the philosophy, policies, procedures and practices
relating to the management of people within organizations. Since every organization
is made up of people, acquiring their services, developing their skills, motivation
them to higher levels of performance, and ensuring that they continue to maintain
their commitment to the organization are essential to achieving organizational
objectives.
 Human Resource can be termed as infinite renewable resources. An
organisation can develop only when its human resources are developed so as to
make them worthy for their jobs. Human Resource development, an integral part of
human resource management, is wider in its approach and does not relate only in
providing formal qualification. Its approach is so designed that people who want to
develop their capabilities as managers are really made. They provide bridge
between experience and methods, which will help to demonstrate the competence.

FACTORS INFLUENCING EXECUTIVE DEVELOPMENT

Training and development should be both general and organization specific. Clearly
identifying the unique industry and organizational issues that managers need to
understand can help to tie practice to theory. Management development training
must be aligned with organization's strategic plan. The key is not to just do
something—it's to match the needs of the organization to the interests and skills of
each manager and then to select the appropriate training and development tools to
meet those needs.
Factors that need to be kept in mind are:-

a. Goal Clarity :

One of the most important factors that affect the success of any executive
development programme (EDP) is Goal Clarity. Managers must have in mind a
clear picture of any end or goal they are to achieve. If this clarity does not exist, they
cannot tell if they are making progress or when they have completed the task or
assignment, let alone if it has been completed properly. "Keep the end in view" has
been sage counsel for almost two thousand years. There is little time better spent
than in communicating and clarifying the goals or ends to be achieved.

b. Motivation :

No executive development programme can be a success if it is not backed by

some incentives perceived by the participants. It is one this to be capable of doing
something; it is something else altogether to want to do it. Setting aside the issue of
coercion, people generally want to do things for two basic reasons: (1) it serves some
purpose of their own or (2) it serves someone else's purpose and they have accepted
something in return for accomplishing whatever it is that someone else wants done.
Self-interest and incentives; these are the two great motivators.

c. Review :

Review of what is being done and what is being accomplished is an important

factor that influences executive development programmes. Constant review of every
activity from planning stage to the performance stage is an essential strategic focal
point of EDP.
 d. Feedback :

Without information about actual conditions in relation to intended goals or

results, no one can perform to standard. Such information is known as "feedback".
It informs progress, enables corrections and, eventually, signals attainment of the
objective. Absent feedback, managers have no choice except to act in ways that are
consistent with internally held views or models of what should work instead of
externally-based information about what is and isn't working.

e. Environment :

Even if the first four factors are present, performance might not occur if the
environmental conditions are unsuitable as to present insurmountable barriers to
performance. In less dramatic terms, missing tools and equipment, competing
priorities, a repressive climate and other factors can interfere with our ability to
perform as expected, regardless of our motives or our repertoire. The task
environment must support the desired performance; at the very least, it must be
manageable.

Hence, for a successful executive development programme it is very essential

to keep in mind all the above strategic focal points and must be supportive for a
desired outcome of the programme. Other factors that affect apart from the
abovementioned five factors are; mechanism used for the executive development,
interest on the part of the participant, and suitability of the programme as per the
present and future needs of the individual as well as of the organisation.

Effective executive development exercise in industry requires systematic analysis of

the environment of the country, existing skills of the executives, future potential
needs of the industry under study, systematic identification of training and
development needs, organizational climate analysis and performance analysis.

Finally, it must be recognized that management development is an ongoing

process, not a one-time or annual event. Management development plan should be
reviewed regularly and changed as necessary to accommodate industry and
organizational changes.

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