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Professional Development often refers to skills required for maintaining a specific career path or to general skills offered through continuing education, including the more general skills area of personal development. It can be seen as training to keep current with changing technology and practices in a profession or in the concept of lifelong learning. Developing and implementing a program of professional development is often a function of the human resources or organization development department of a large corporation or institution.
In a very broad sense professional development may include formal types of vocational education, typically post-secondary or polytechnical training leading to qualification or a credential required to get or retain employment. Informal or individualized programs of professional development may also include the concept of personal coaching.
Professional development on the job may develop or enhance process skills, sometimes referred to as leadership skills, as well as task skills. Some examples for process skills are ‘effectiveness skills’, ‘team functioning skills’, and ‘systems thinking skills’. Some examples of task skills are computer software applications, customer service skills and safety training.
Examples of skills relevant to a current occupation are leadership training for managers and training for specific techniques or equipment for educators, technicians, metal workers, medical practitioners and engineers. For some occupations there is a provision for accreditation tied to “continuing professional education” and proving competence regulated by a professional body.
See also
- Apprenticeship
- Career
- Competency
- Induction training
- Profession
- Training and Development
- Vocational education
Management Development is best described as the process from which managers learn and improve their skills not only to benefit themselves but also their employing organisations.[1]
In organisational development (OD), the effectiveness of management is recognised as one of the determinants of organisational success. Therefore, investment in management development can have a direct economic benefit to the organisation.
Managers are exposed to learning opportunities whilst doing their jobs, if this informal learning is used as a formal process then it is regarded as management development.
In 2004 the spend per annum per manager on management and leadership development was £1,035, an average of 6.3 days per manager.[2]
What management development includes:
- structured informal learning: work-based methods aimed at structuring the informal learning which will always take place
- formal training courses of various kinds: from very specific courses on technical aspects of jobs to courses on wider management skills
- education: which might range from courses for (perhaps prospective) junior managers or team leaders
- Level 2 Teamleading (ILM)
- Vocational Education, including NVQ Level 3
- Certificate in Management /Studies
- Diploma in Management /Studies
- MSc/MA in management or Master of Business Administration (MBA) degrees.
The term ‘leadership‘ is often used almost interchangeably with ‘management’ Leadership which deals with emotions is an important component of management which is about rational thinking..[3]
The Management Charter Intiative (MCI) originally set out management competencies for management S/NVQ’s, these comptencies are now part of the National Qualification Framework (NQF), it is from these competencies that managers can be assessed and development needs determined.
One of the biggest growth areas in UK education since the early 1980’s has been the growth of university level management education. As well as weekly part time attendance at College/University many students are also undertaking distance learning. Whereas there were only two business schools in the early 1970’s, there are now over a hundred providers offering undergraduate, postgraduate and professional courses.
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