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Learning and Development For Management

This document discusses learning and development for management in development agencies. It identifies five key functions or roles of managers: instrumental, political, entrepreneurial, inter-organizational, and public interest. For each role, targeted learning and development is needed to improve skills in areas like project management, policy analysis, opportunity recognition, linkage management, and identifying societal goals. Performance should be evaluated based on effectiveness, efficiency, responsiveness, outreach, and sustainability. International assistance has traditionally focused on technology, organization, and strengthening bureaucracies, but developing managerial skills through training is also important.

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Nashwa Saad
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114 views

Learning and Development For Management

This document discusses learning and development for management in development agencies. It identifies five key functions or roles of managers: instrumental, political, entrepreneurial, inter-organizational, and public interest. For each role, targeted learning and development is needed to improve skills in areas like project management, policy analysis, opportunity recognition, linkage management, and identifying societal goals. Performance should be evaluated based on effectiveness, efficiency, responsiveness, outreach, and sustainability. International assistance has traditionally focused on technology, organization, and strengthening bureaucracies, but developing managerial skills through training is also important.

Uploaded by

Nashwa Saad
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Knowledge June 2009 | 48

Solutions

Learning and
Development for
The insights,
attitudes, and skills
Management
By Olivier Serrat
that equip managers
for their various Background
responsibilities come To improve the performance of development agencies,
from many sources international assistance has traditionally employed three
outside formal approaches. They are
education or training. • Improving technologies. This approach has centered
on deploying electronic platforms and databases to
To identify areas
managers, thereby enabling them to use resources more
for improvement, it
efficiently and to make their performance more effective.
is first necessary to Transfers of technology have centered on tools for
identify what these budgeting, accounting, and expenditure control; the speed
responsibilities are. and accuracy of information flows, particularly through
computers; and more rational methods of scheduling, monitoring, and implementing
projects and programs.
• Rationalizing organization and procedures and adjusting structures and methods.
This approach has sought to enhance management control, save resources, increase
efficiency, and speed the delivery of services. Basically, it has entailed applying to
government operations the prescriptions and experiences of the scientific management
movement.
• Strengthening bureaucracies as social institutions. This approach has focused on
building institutions in ways that enhance their internal capabilities and improve their
ability to interact productively with their external environment and thus sustain the
activities for which they are responsible.
All three approaches are fairly technocratic, however, and have not always been fully
adapted to the uncertainties, complexities, and societal pluralism that characterize the
environments in which development agencies operate. Hence new methods have been
Knowledge
Solutions

developed to complement them. They have to do with


• Reforming structures. Structural approaches have been concerned with administrative deconcentration,
institutional devolution, the organization of work to relax the rigidities of conventional bureaucratic
structures, and the use of paraprofessionals from local communities and associations to implement
projects and programs.
• Reinventing operational procedures. The reform of operational procedures has been concerned with
information management to maintain the integrity of information in bureaucratic structures, and social
marketing to determine what society wants, and what methods of supplying services it would prefer.
• Motivating. Motivational approaches relate to rewards
and punishments, working conditions, participatory
management, and compensation.
• Strengthening accountability. More recently, we
have also seen greater attention to responsiveness and
accountability, and a desire on the part of the public
sector to resist political pressures at the level of project
and program implementation.
• Eradicating corruption. We are also witnessing
renewed efforts to minimize corruption, negligence,
and arbitrary behavior in the public sector.

The Importance of Learning and Development for Management


International assistance to improve the organizational performance of development agencies may have
underestimated the value of enhancing managerial skills by learning and development, and by establishing
and strengthening training institutions and programs. Management capacities can improve. This is necessary
because the insights, attitudes, and skills that equip managers for their various responsibilities come from
many sources outside formal education or training. To identify the areas for improvement, however, it
is first necessary to identify what these responsibilities are. Five functions or roles can be identified for
managers and, for each, targeted management learning and development is required.
(i) Instrumental functions. For the instrumental functions of managers, learning and development
might enhance
• Generic management techniques (e.g., financial, personnel and human relations, informational,
supervisory, structural, and procedural).
• Project and program management skills (e.g., the processes of design, implementation, and
evaluation of individual service, regulatory, enterprise, and promotional activities sponsored by
governments).
(ii) Political functions. For the political functions of managers, learning and development might
reinforce
• Skills in policy analysis, both generic and as they apply to the substantive sectors in which
managers are expected to achieve specialized competence.
• Sensitivity to methods for coping with inter-bureaucratic influences, societal forces, and political
interventions that impinge on projects and programs.
• Appreciation of the differential benefits and costs of policy and program outputs on the publics
they affect.
(iii) Entrepreneurial functions. For the entrepreneurial functions of managers, learning and development
might improve
• Appreciation of the opportunities and limitations of proactive management styles outside normal
operating routines. These include management interventions that attempt to modify policies,
invigorate operations, recombine resources in fresh patterns, and enhance both staff and public
participation in projects and programs.

2
Learning and Development for Management

(iv) Inter-organizational functions. For the inter-organizational functions of managers, learning and
development might develop
• Analytical insights, such as linkage management.
• Operating skills, such as environmental mapping, required for policy and program implementation
that involve two or more government agencies and multi-institutional service networks.
(v) Public interest functions. For the public interest functions of managers, learning and development
might strengthen
• Skills in identifying and articulating long-term societal goals and in shaping policies and projects and
programs that implement these goals.
• Criteria and methods of dealing with the ethical dilemmas that inevitably confront managers.

… and Performance Evaluation


Although the specific functions and roles of managers vary, the criteria by which their performance should be
evaluated can be grouped under five headings. The common management goals of effectiveness (e.g., achieving
intended outputs) and of efficiency (e.g., the economical employment of resources), of course, remain necessary.
They are not, however, sufficient guides for managers. Accordingly, management performance must also be
oriented toward, and assessed by, three other interconnected values. These are responsiveness (e.g., success in
meeting actual demand and the needs of society while heeding its preferences and convenience); outreach (e.g.,
success in promoting participation and resource contributions from society); and sustainability (e.g., success in
insuring the continuity of services by innovating and adapting to new circumstances, maintaining support from
society, and garnering the required resources). These are the demanding but nevertheless attainable criteria by
which managers should expect to be evaluated.

Further Reading
ADB. 2009. Growing Managers, Not Bosses. Manila. Available: www.adb.org/documents/information/
knowledge-solutions/growing-managers-not-bosses.pdf

For further information


Contact Olivier Serrat, Head of the Knowledge Management Center, Regional and Sustainable Development Department,
Asian Development Bank ([email protected]).

3
Knowledge
Solutions

Asian Development Bank


ADB’s vision is an Asia and Pacific region free of poverty. Its mission is
to help its developing member countries reduce poverty and improve
the quality of life of their people. Despite the region’s many successes, it
remains home to two thirds of the world’s poor: 1.8 billion people who
live on less than $2 a day, with 903 million struggling on less than $1.25
a day. ADB is committed to reducing poverty through inclusive economic
growth, environmentally sustainable growth, and regional integration.
Based in Manila, ADB is owned by 67 members, including 48 from the
region. Its main instruments for helping its developing member countries
are policy dialogue, loans, equity investments, guarantees, grants, and
technical assistance.

Knowledge Solutions are handy, quick reference guides to tools,


methods, and approaches that propel development forward and enhance
its effects. They are offered as resources to ADB staff. They may also
appeal to the development community and people having interest in
knowledge and learning.

The views expressed in this publication are those of the author(s) and do
not necessarily reflect the views and policies of the Asian Development
Bank (ADB) or its Board of Governors or the governments they represent.
ADB encourages printing or copying information exclusively for personal
and noncommercial use with proper acknowledgment of ADB. Users are
restricted from reselling, redistributing, or creating derivative works for
commercial purposes without the express, written consent of ADB.

Asian Development Bank


6 ADB Avenue, Mandaluyong City
1550 Metro Manila, Philippines
Tel +63 2 632 4444
Fax +63 2 636 2444
[email protected]
www.adb.org/knowledgesolutions

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