The Ministry of Education

By::-
M i t t a l
Action Learning Nehal
Rini
c h a r y a
Based Management System Bhatta hoshal
gni k G
Sa i t t al
M
Vipul
OBJECTIVES
 To enable the increasing organizational
workload along with cut in staff as well.
 To cope with the rapidly changing external
demand of working system.
 To regulate the Management Education DANISH
Programs among the Managerial Staff MINISTRY
CONCERNS OF
 Lack of HR responsibilities among the Line EDUCATION
Managers.
 More of Informal Interpersonal Behavior.
 There is a Low Power Distance and a Strong
Belief of Harmony.
Low Employees Empowerment

No Conflict Resolution & More OUTCOME

OF THE
of Friendly Culture RESEARCH

Improper Functioning of the

Top Management
Two main streams:-management courses and
individual projects.
Deals with problem discovered in initial
interview.
Emphasis in down-to-earth subjects and
TRAINING
experimental exercises. COURSES
Participants was asked to select project AND
theme. PROJECT
Management viewed as interpersonal process WORK
of influence and power therefore important to
include subordinates in projects.
It was recommended to participants to
experiment on 1 or 2 dimensions.
 Proposal should be in writing and accepted
by top management and consultants.
 Progress reports should be produced at
regular intervals.
 Consultants was linked to each project. SOME
 Projects had to be finished in 8 months. IMPORTANT
POINTS
 2 day seminar was held to present the
results.
 Evaluation and follow up activities.
 DISCUSS THE EFFECTIVENESS OF TRAINING
COURSES VERSUS XPERIMENTAL LEARNING
SITUATIONS.
 The evaluation of development
programme was divided in to separate
process, result and design evaluations.
The process evaluation’s initial reception EVALUATION
of the programme was quite positive. OF THE
The overall result evaluation was carried DEVELOPMENT
PROGRAMME
out at an evaluation seminar four
months after the programme.
The development programme led to an
increased consciousness, ability to
carry out of the manager’s roles, tasks
and possibilities.
 Great variations in opinions whether
the training & learning activities
were helpful to the management or
not.
 Despite positive results of the
evaluation, the bureaucratic culture
with its intellectual and analytical
approach limited the impact of
project work.
Danish National Culture:-

 Femininity vs. Masculinity.

National
 Individualism vs. Collectivism. Culture
 Power Distance.

 Uncertainty Avoidance.
Developmental activities facilitated
the synergy between individual &
organizational development.
To match the human resources with

CO
strategic plans, a comprehensive

NC
employee development was initiated.

LU
 The crucial role of middle managers.

SI
The design & implementation reflects

ON
the values of the national culture
within which it was created.