Providing a Professional Development Model for Managers in Urban Areas (Case: Bank Shahr)
Zarandi, Hossein Mohammadpour
Mozdabadi, Seyed Mohsen Tabatabaei
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Managers professional development is a measure that improves management performance through increasing manager’s knowledge or skills and by changing his/her attitude. In this regard, this research deals with effective factors on professional development of Bank Shahr managers by using qualitative approach. For this purpose, depth interview was conducted with 23 senior and top managers of Bank Shahr. To analyze data from the interviews, interpretative analysis was used. The validity of research findings was confirmed by examining members (interviewees). In order to calculate reliability or compatibility of conducted encodings, test-retest reliability method and inter-coder reliability between two coders were used. The results of analysis indicated that professional development of managers included development in two individual and organizational aspects. Regarding individual development, three development levels of psychological features including development of specialized knowledge, managerial development, and ethical development are proposed. In the area of organizational development, the development of organizational and procedural features should be done. In the field of development of psychological characteristics, factors such as critical thinking, creativity, emotional intelligence, risk taking and self-development of managers must be developed. In the field of professional and managerial knowledge, the needs of professional development of Bank Shahr managers include the ability to use technology, mastery of decision making principles and problem solving, stress management, team building capabilities, management of organizational conflicts, the ability to communicate effectively, and the principles and techniques of negotiation. For professional development of managers, organizational structural development including attention to talent management, organizational support, performance management, learner organization, organizational climate, career path and networking, and in the area of developing educational processes of the organization factors such as coaching, practical learning, successor and organizational learning should be considered and developed.