Management Development

“(Burgoyne, 1988) Suggested that organisations are likely to function as learning companies, if their HR team makes a critical input to the company’s strategic opportunities based on their reading of the cumulative abilities, potentials and vision of staff alongside other departmental colleagues. A management development perspective not only makes inputs to corporate policy, but also illuminates the policy forming process. ” Pedler et al (1997) As mentioned earlier Waltham Forest implemented Performance Management and Development System in 2003.

The overall aim of PMDS is to encourage a reorientation of service delivery towards customers and produce a quality driven organisation. “As Victor Vroom expectancy theory assumes that human behaviour is goal -directed and that work will be more motivating when it provides the opportunity for goal attainment and needs satisfaction. ” Pinnington et al (2000) Corporate training programme was brought in 2004 to train the managerial level throughout the council. As suggested by (Cummings 2009) the issue of who should lead team-building session is a function of managerial capability.

The PMDS has been a key element of staff management within the council for several years. It is seen by management as significantly important tool in ensuring that staff has clear objectives of both their work and developmental needs. The Management Standards checklist was put into effect to facilitate effective leadership from line managers towards managing and developing their teams. Managers throughout council are now expected to meet regularly with staff to review achievement and provide support and feedback.

Organisations HR planning is crucial within any learning organisation to deliver the right kind of conditions of employment their employees would appreciate. (Bratton 2003) A major achievement of the PMDS was to align staff appraisal closely with HR strategy. The implementation of SAP Human Capital Management system (HCM) has helped immensely not only with automation of core HR processes, but also, to complement management in aligning the goals of employees with Waltham Forest overarching business strategy. Since the installation of HCM system, managers have taken on more of the HR staff responsibility in the management of staff development.

As management development is at the heart of ongoing transformation. The HCM system is serving an Informating function towards the learning process. Pedler et al (1997) Waltham Forest balance score card is underpinned by the appraisal scheme, staff and customer survey. The appraisal is enabling effective two way communication about work expectations and developmental needs. The staff and customer survey is the vehicle through which the council formulate their service delivery system. The council 360-degree appraisal technique forms the basis of staff assessment.

Staff rating is based on information garnered from different source primarily from line managers, colleagues and customers. According to Latham & Locke goal setting theory, managers would do well to set clear practical goals in order to effectively manage and motivate employees. It is observe that most managers are unable to change people’s personality and the most they could do is to use incentives to channel employees’ energies toward the goals of the organisation. Pinnington et al (2000) Incremental staff developmental training is now a compulsory component of Waltham Forest PMDS.

According to (Rousseau 1995) book “Typically the focus of training is to benefit the individual rather than the organisation. However, Hussey (1985) argues that it may be better to design training to implement the business strategy, thus indirectly benefiting the individual through the organisation’s growth. 4. Successful and not so successful development areas As argued by (Burke 1992) the premise for any OD process is change. Since the 2002 Audit Commission poor performance report, the council has in the intervening years implemented the numerous change programmes in partnership with stakeholders to improve services for local people.

Since 2002 the council has gradually increase it rating from zero star to four star, the highest rating possible in 2008, this according to Audit Commission’s report September 2008. The report stated that capacity and performance management has significantly improved through better working relationship with partners, merging of Human Resources and Organisation Development functions and as well as in-cooperating effective customer and staff feedback system. The Council achieved Investor in People accreditation in 2005; 450 managers has completed the Management Development Programme.

LBWF CAP REPORT (2008) As the last four years staff survey suggested in the appendix, staff are largely supportive of their working relationship and appreciate the council efforts to inform in the process of transformation. Waltham Forest Staff Survey (2009) 5. Evaluate OD aid or hindrance within Waltham Forest and its environment The past year finance led efficiency review couple with the ongoing transformation agenda is making it increasingly difficult for executives to get employees 100 percent onside.

Constant job and team losses are starting to have negative effect on staff morale. Although initially welcome by staff and proving positive with result, the velocity of the transformation in the past year is now proving disruptive to say the least. Also, the council has for now cut funding for training due to budgetary constraint. Social housing reforms perhaps could cause shrinkage to subordinate services. The adoption of technology in delivering services has led to some opposition from within the council and as well as from the unions.

Critically evaluate to what extent Waltham Forest is developing The many OD interventions has transformed poor performance management, non-existent staff consultation, and loose departmental and multi agency collaboration to a more rigorous PMDS culture and built a collaborative group working ethic, thus aiding Waltham Forest strategic mission. OD team working interventions generally bring about positive outcomes as stated by (west et al 2004) but critics (Allen and Hecht 2004) have stated there is no empirical evidence of the effectiveness of team.

It is also generally argued by experts that OD success is susceptible in some cases to receivers’ attitude and value, because not all individuals are alike. Although some of OD interventions might not apply certain settings, but in the context of Waltham Forest operations collaborative team working and learning is crucial if not critical.

Conclusion

There is the undeniable recognition that employees form the lifeblood of any organisation. It is essential that organisations put effective performance management alongside their organisational learning strategy. According to (Senge 1994) organisational learning would take place when organisations gear up their human resources to exhibit self-mastery, shared mental models, shared vision, team learning and system thinking.

References

Burke W. W (1992) Organisation Development; A process of learning and change. Addison-Wesley Publishing Company: USA Mike Pedler, John Burgoyne, Tom Boydell (1997) The Learning Company; A Strategy for Sustainable Development . McGraw-Hill Professional: London Rousseau D. M (1995) Psychological Contracts in Organisations; Understanding written and unwritten agreements. Sage Publications Inc: California.