A Model of Excellence: NZIM Shows How: New Zealand Institute of Management a Practical Management Model Defines Critical Development Targets for Managers and Leaders

By Gaunt, Kevin | New Zealand Management, April 2006 | Go to article overview

A Model of Excellence: NZIM Shows How: New Zealand Institute of Management a Practical Management Model Defines Critical Development Targets for Managers and Leaders


Gaunt, Kevin, New Zealand Management


The New Zealand Institute of Management was established 60 years ago to help managers develop their skills and to provide easy access to the latest and most relevant international management research and experience.

Today NZIM has more than 6000 individual and corporate members and delivers around 500 management development programmes a year. It is still dedicated to building individual and organisational management and leadership capability.

NZIM's learning programmes and professional qualifications framework recognises members' level of management skill and experience, and its mentoring programme helps them tap into and utilise the experience of other successful leaders and managers.

The Institute has now used its access to the world's best management research to distil and create a practical management model that defines the critical development targets for today's managers.

By using the model, managers can match their current skill level and experience to their ongoing learning and development needs. And NZIM mentors can use the model to assess their protege's needs and so guide them more effectively. The model also helps NZIM link its learning programmes to specific management development areas and provide a management development framework.

The model focuses on four key groups of attributes:

* Management

* Leadership

* Organisational development

* Governance.

It is based on the work of many international best management practices authorities, but particularly on the long-term research of independent researcher and author of the best seller Good to Great, Jim Collins; the Konosuke Matsushita professor of leadership at Harvard Business School, John Kotter; and the professor of business administration at the University of Michigan, David Ulrich.

The first two attributes, management and leadership, are effectively opposite ends of the same spectrum.

A manager is an organiser of a business--someone who is responsible for directing and controlling the work and employees. A leader, on the other hand, is someone people follow--an individual who guides or directs others. Management and leadership are intertwined in most management roles, so to be truly effective managers must understand and develop both their management and their leadership attributes.

Management

The NZIM model identifies six target areas for developing capable managers regardless of their level of experience. These are:

* Build a management toolkit by understanding and studying management principles in theory and practice.

* Understand your organisation well to operate effectively within it.

* Understand the external factors that impact an organisation and sometimes trigger the need for change--competitive activity and stakeholder needs, for example.

* Develop a general knowledge of the range of business disciplines in the organisation to communicate effectively with other managers. For example, finance, marketing and information technology.

* Build at least one area of expertise to become recognised as a specialist, thus reinforcing individual value to the organisation.

* Develop a broad range of personal management skills in order to communicate and work effectively with other people--such as presentation, time management and report writing skills.

These six core management development targets will add continuously to a manager's credibility, personal success and value to an organisation.

Leadership

Leadership is an essential component of effective contemporary management.

The NZIM management model breaks leadership down into three core personal development targets: leadership ability, skill and behaviour. Each competency is further broken down into six subsets of leadership attributes that help managers identify areas of development need. …

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