Leadership Development Program for a Multinational Company

Part B:
Training Intervention Report : You are the Leadership Development Manager of one of the country's leading MNCs supplying a diverse range of electronic, analytical and computational products and services. It has always been characterized by high innovation and quality, and for its positive values related to managing its people.
A combination of significant external pressures makes it paramount that the company managers have to become more strategic in their culture and abilities, capable of responding to the macro issues the company is facing, both as individuals and as members of a company-wide management community. The managers come mainly from a technical background, and fewer than 40 per cent have any formal business education. The majority are male. Most have worked for yearsin an extremely successful company where costsreceived little emphasis. They are also used to the autonomy and local cultures of the company'sfunctionalstructure.
Key markets are declining due to the global recession, significant investment in new technology is required and there is competition from small companies and low-cost foreign competitors. Due to rising costs, the company needs to restructure. It needs a strategic focus not only on short-term survival, but also so that it will be well positioned to seize opportunities and grow in a post-recession business environment. The managers must now quickly learn new attitudes and become much more entrepreneurial in their abilities and outlook. They need to enhance their competencies to be more adaptive, mobile, and to function in the international context. They will need to develop greater insight about their personal and professional development and the competencies they need in a changing career context.
Working with a national business school whose reputation for high quality, effective business programmes is excellent, you now have to design a company-wide leadership development programme aimed at senior middle managers, aged 30-40, with ten years or more of service in the company, a technical background and education, and responsible for 20-50 people. Promotion prospects are decreasing, so it isimportant that this programme is not seen as a promotion ticket, but as a way of improving managerial competence in current roles.
Key criteria for the programme are:
1. It must be business-focused, cost-effective, have the involvement of senior management, and reflect corporate issues.
2. It must have a national focus.
3. It must be capable of being delivered by each of the company's regional training teams, and within their resources.
4. It must emphasise manager's responsibility for self-development, and stimulate them to a real commitment in this respect.
5. Teamwork must be a key feature, so that participants learn from and support each other in the learning processes.
6. The programme must focus on making the target population more effective in their current role. Please address the following in your report
1. Analyse the main contextual influencesthat willshape the leadership development programme design that you propose
2. Specify the learning objectives for the programme
3. Propose a framework for the design and delivery of the programme indicating the key phases; the menu of learning strategies; the duration of the programme and the management of the programme 4. Devise an evaluation strategy indicating the benchmarks that different stakeholders may use and the evaluation methodology that you consider appropriate