What Training to Give to Managers?


Technology Changing The Way We Relate and Work

There is no agreed definition of managerial job of a manager. There are several different definition of managerial jobs by different writers. Koontz and D’Donnel in their book “Principles of Management “ (published by McGraw Hill in 1955) defined the key tasks of managers to be planning, organizing, staffing, controlling, directing (leading).

In essence, co-ordination is the essence of (traditional) Management.

Chandra Bose in his book “Principles of Management and Administration” (published by PHI Learning Pvt Ltd in 2004) defined staffing as covering the following areas. If you are planning training for traditional managers, the following is probably a good guide.



Manpower planning Brief on corporate strategic planning and manpower planning and budgetary policies and processes.
Recruitment and selection of personnel
  • Brief on HR recruitment, selection and onboarding policy and process.
  • Conduct training on interviewing and selection skills.
Placement and orientation of employees
  • Conduct training on how to develop on the job and job rotation training for employees.
  • Conduct training on supervisory skills.
Training and development of employees Brief on training needs analysis and training plan policy and process.
Evaluation of employees
  • Brief on performance management, disciplinary, grievance and succession planning policies and processes.
  • Brief on employment laws.
Transfer, promotion, termination and layoff of employees. Brief on policies and processes regarding transfer, promotion, termination.

Please bear in mind that the identified training areas are defined in the context of a traditional organization where the organizational structure and culture is essentially hierarchical in nature. The training areas identified above are applicable to this context.

This context is evolving because the business and social environments are changing. In the traditional context, controlling and directing (leading) are still part of the managerial function. Chandra Bose defined Directing as involving “issuing instructions (or communication) to subordinates, guiding, motivating and supervising them” and Controlling as “the process of seeing whether the activities have been performed in conformity with the plans.”

These two managerial functions are hard to implement. We have heard of the saying goes “you can lead a horse to the water but you cannot make it drink”. Looking from the extreme, Canada Safety Council pointed out that over 72 per cent of bullies are bosses.

When a manager cannot get the results that he or she is responsible for, there is option that he or she will take coercive actions and in some cases it could be out of bias or discrimination.

Chandra Bose was still writing about traditional management in his 2004 book and differentiated between the concepts of coordination and cooperation (see below). However, in the 1994 Harvard Business Review article “Collaborative Advantage” Rosabeth Moss Kanter mooted the idea of collaborative leadership. We should be moving ourselves towards this direction. Why live in the past when you could be living in the future?



It is the result of the deliberate effort. It is the result of the voluntary attitude of a group of people.
It is an arrangement of group efforts to provide unity of action in the pursuit of common objectives. It is the collective effort of the group contributed voluntarily to accomplish a particular object.
It arises out of formal and informal relations. It arises out of informal relations.
It is essential where a group of people work together for a common objective. It is voluntary in nature. It arises out of the people to work together.