1 Whenever Executives meet together and start discussing the training/ development of Managers someone usually asks the question: “Whose responsibility is it to develop Managers”?
Should Line Managers or Staff People get the blame?
2 Usually the discussion moves to the question: Should a “line” Manager (the immediate Manager of a particular person) or some “staff” person (e.g. someone in Personnel, Training, Manpower Development, Sales Training) develop a Manager.
3 However another issue usually exists. When people ask “whose responsibility” they rarely appreciate that “responsibility” means different things to different people. Further it can hide several aspects of the activities of Manager Developing.
Many Basic Questions Exist
4 The following questions show some of the different ideas which underlie the question – Whose responsibility is it to develop Managers? To understand this question people should ask:
(a) Who should think about trying to do something about developing a particular Manager?
(b) Who should encourage other people to do something about it?
(c) Who should take – which type of action with respect to the objective?
(d) If a particular Manager does NOT get “developed” who should the Organisation blame?
(e) What attitude should we try to create in people we want to use in the developing process? More specifically – who do we want to feel like blaming themselves if particular Managers do not get “developed”?
(f) How should we “arrange” people in the Organisation to help achieve development of Managers (Organisation structure).
5 In addition to these points, someone should look at the systems and the whole climate (culture) of the Organisation with respect to developing Managers. Just what do the Organisation’s systems do to encourage, or discourage, the development of Managers? What effect does the Organisation’s culture have?