Developing Effective Managers and Leaders
It is generally agreed that management development refers to the process by which individuals improve their capabilities and learn to perform effectively in managerial roles. But the enduring simplicity of this definition is deceptive. Each element attracts controversy. For instance, what exactly is included in the term development, and how is this to be distinguished from management training, education and learning? Why should we focus exclusively on managers and managerial roles? What is meant by effective performance, and how is this to be interpreted and measured?
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Human Resource Management
This programme is aimed at professional managers, both those already working in the field of 'people management' and those who see their careers developing in that direction. The programme is designed to help managers develop the strategic, functional and personal competences required to meet the increasingly demanding roles of HR, whatever their present level of experience.
The programme is structured to reflect the roles now demanded of the HR professional:
- Strategic partner – working to align human resources with business strategy.
- Change agent – managing change processes to increase the effectiveness of the organisation.
- Administrative expert – working to improve organisational processes and deliver basic human resource services.
- Employee champion – listening and responding to employees' needs.
In addition to core HR concepts and techniques, the programme addresses the increasingly important interfaces between HR and other key business functions, including marketing and communications, information and communications technologies and knowledge management. Managing across these interfaces is seen as an important way in which HR can meet the key strategic aims of organisations.
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