Management Development Programmes are the training methods for enhancing organizational performance through experiential learning.

Human Resources Development can be defined simply as developing the most important section of any business its human resource by, attaining or upgrading the skills and attitudes of employees at all levels in order to maximise the effectiveness of the enterprise

Objective

A key feature of future top organizations will be to know how to boost the motivation and learning potential on all levels of the organization.

Its primary focus is on growth and employee developmentit emphasizes developing individual potential and skills

Purpose of mdps :

MDPs provide considerable intellectual stimulation.

We acquire a nodding acquaintance with new concepts and new developments in the area of managerial techniques.

The third benefits one derive from an MDP is the embellishment of ones vocabulary-and this is good thing if the jargon is used circumspectly, and with the fact and understanding

Personal Mastery Openness to ongoing individual development in order to be ready for the continuously changing challenges in a learning organization to create a context for oneself that - as a creative network - stimulates learning and growth. Mental Models The reflection on the inner maps and the deeply ingrained assumptions that influence how we understand the world and how we take action. Above all, this means, to comprehend the strong interconnections between our thinking and our actions.

Building a shared Vision Creating identification by building a shared picture of the future and translating it into a set of principles and guiding practices.

Team Learning Ability for effective communication, conflict solving and consensus building in work groups and teams, in order to make optimal use of existing resources and capacities.

Systems Thinking Thinking in complex interconnections Evaluating organizational challenges in terms of interdependencies and effecting cycles and developing effective ways to design systems

The most general term to indicate a meeting for discussion - most commonly adopted by associations and organizations for their regular meetings. It is usually associated with the most traditional type of presentation, that is, papers followed by questions.

Seminar - The first meaning of this term refers to a group of students studying under a professor with each doing research and all exchanging results through reports and discussions. Its second definition: 'debating special issues' preserves the conversational character of the term 'seminar'.

Colloquium - This term indicates both a traditional conference and a conversational seminar. Colloquia tend to privilege the aspect of debate.Symposium - Nowadays, this describes a meeting to discuss a particular subject, but its original meaning defines it as a drinking party devoted to conversation and following a banquet. A symposium thus has a slightly more informal character than a conference.

Roundtable - The roundness of the table clearly symbolizes the equality of all participants. Each of them will have the same right to take the floor. Roundtables commonly bring together academics who usually are invited as key-note speakers. Discussion nevertheless plays the leading role in this kind of meeting.

Workshop - Taken from the language of manufacturing, the term workshop indicates a brief intensive educational program for a small group of people that focuses on techniques and skills in a particular field. In academia, it is adopted to describe meetings reserved for small groups of specialists who come together for concerted activities or discussion.

Employee development refers to the steps taken within a company to encourage each employees professional and personal growth.Employees within organizations that offer employee development feel valued by their employer and produce larger amounts of quality work.By developing the employees both professionally and personally, the organization benefits from this growth.

Coaching and Mentoring: Providing discussions with your employees about coaching and mentoring opportunities in their long term goals. the workplace can be an excellent employee development activity.

Employee Referrals

Over 90 percent of employees in the manufacturing area at 2010 Top Small Company Workplaces Award FinalistNewAge Industriesare referrals from current workers a practice encouraged by management as they pay out a $1,000 bonus for successful referrals. Management has found that this practice helps to reduce hiring costs and results in higher quality applicants as employees are very conscious not to recommend substandard workers since everyones compensation is linked through the incentive systems.

Production and manufacturing employees at our 2008 Top Small WorkplaceNew Belgium Brewinghave additional skill requirements, training processes and competency checklists they must master. New employees work closely with co-workers observing specific tasks and equipment procedures. Once the more experienced employee observes the new recruit mastering the equipment or process, he/she signs off on the checklist and the new recruit moves on to the next competency. This self-paced, flexible process takes into consideration a persons previous experience, knowledge and skills. Management has observed that employees working side by side, in a less pressured manner, often leads to improved communication and work relationships.

While technical proficiencies are essential, most staff at 2008 Top Small Workplaces FinalistHUIwould acknowledge that it is the interpersonal training that really accounts for their success. All employees undergo a series of training sessions in Group Dynamics where they learn how to collaborate more effectively as team members. The sessions are conducted on site, facilitated by internal staff and incorporate many hands-on exercises to help employees practice the concepts. For example, team members are required to discuss each others performance directly with other team members without a manager present. At the end of the training employees learn:

Beginning with entry-level associates, cross-training and experimentation with different responsibilities within the organization are always encouraged at 2009 Top Small WorkplaceTohono Oodham Nursing Care Authority. It is not uncommon for new associates in housekeeping to be allowed to assist with hosting hands-on activities for the residents or transfer to the dietary department. This is an organizational imperative as it allows the facility to operate with a minimum amount of staff, most of whom are well-versed across functions.

Prepare the employee
To get the employee thinking about their own development and the areas where development can occur, here is a series of questions you will want to ask the employee.What are the skills needed to do your job? How well do you perform them?What aspects of your job do you like least/best?What major accomplishments have you achieved since your last performance appraisal?In what ways can your supervisor and/or the organization help you to do a better job?What changes would you like to see in your current job?What are your job goals for this next year?Where do you see yourself in five years?What have you been doing to prepare yourself to move ahead in your career?What activities would help you develop yourself?An excellent time to begin the developmental process is during the performance appraisal. Get the questions to the employee well in advance of the appraisal interview to give them time to prepare.Their answers will help guide the discussion.

Provide Development opportunities
There is a vast array of things you can do to help the employee develop and every employee is different.Here is a list of some developmental approaches you can consider.Training
Training is obviously first on the list. Often, training needs are simply defined by looking at the employees performance or by understanding their experience or lack of experience with the specific job tasks.Peer Coaching
Employees coach other individuals on their jobs. The benefits are two-fold. First, the employees develop skills in other areas and can fill in for their counterpart if that person is on vacation or out sick. Also, in the process of teaching another person, the teacher themselves becomes more proficient.

Job Design Changes
Here, the employee defines all aspects of their job and makes suggestions as to how the job might be redesigned to enhance proficiency. You may be surprised by their creativity and superior ideas. Even though you may not be able to totally revamp a job, the employee understands the job better and you begin to recognize some of their concerns.Representing the Department
Have the employee represent you, the team, or the department at an important meeting. Have them report back the proceedings to you and/or the team. In the process, the employee has a better understanding of how the team, the department, and their job fit into the big picture of the organization.Delegate Special Projects
Make certain the project challenges the employee. The project must be seen as meaningful.Also, make sure the employee views the project as a reward for good work in other areas of their job.In doing so, the assignment becomes a motivating experience and not just more work.Assist the Boss
Assign an employee to assist your boss or another executive on a special assignment where the employee will be exposed to new business perspectives of the organizations business.

Monitor Progress
Observe how the employee is doing. Schedule to meet at least once per quarter to discuss how things are going.Ask questions; review any quantity and quality measures that are relevant. Give ongoing feedback on what the individual is doing well and what they need to be doing differently. Feedback is critical to the success of the developmental process.If you do not follow up with them, you are essentially telling the employee the developmental process is not all that important to you.If it is not important to you, how can you expect the employee to take it seriously?

Create Confidence
Let them know you are always available. Give the employee the encouragement and support needed to feel confident in his or her ability to succeed.When things do not go as well as planned, focus on what went right. You are asking the person to go beyond their current level sotake it one step at a time.Sometimes we must take smaller steps to ensure a successful outcome