The Entrepreneurship Development Institute of India (EDI):

An autonomous body and not-for-profit institution, set up in 1983, is sponsored by apex financial institutions, namely the IDBI Bank Ltd, IFCI Ltd. ICICI Ltd and State Bank of India (SBI). The Institute is registered under the Societies Registration Act 1860 and the Public Trust Act 1950. The Government of Gujarat pledged twenty-three acres of land on which stands the majestic and sprawling EDI campus.

In consonance with this belief, EDI aims at :

• creating a multiplier effect on opportunities for self-employment,
• augmenting the supply of competent entrepreneurs through training,
• augmenting the supply of entrepreneur trainer-motivators,
• participating in institution building efforts,
• inculcating the spirit of 'Entrepreneurship' in youth,
• promoting micro enterprises at rural level,
• developing and disseminating new knowledge and insights in entrepreneurial theory and practice through research,
• facilitating corporate excellence through creating intrapreneurs (entrepreneurial managers),
• improving managerial capabilities of small scale industries,
• sensitising the support system to facilitate potential and existing entrepreneurs establish and manage their enterprises,
• collaborating with similar organisations in India and other developing countries to accomplish the above objectives.

Salient Features of the National Training Policy

• Training for all- training to be imparted to all rungs of the civil service starting from the lowest and the cutting edge to the highest in policy making. All categories of civil servants shall receive (i) Induction Training - at time of entry (ii) In service Training- suitable intervals in their career

• Concept of 'once a trainer, always a trainer' shall be developed under which expertise developed as a trainer shall be used even after he/she returns to his/her department

• Systematic approach to training- put in place a system suitably grounded in training theory for development of a training process

• Training should focus on bringing right attitudinal change amongst the civil service

• A National Training Council, headed by the Minister-in0-Charge of Personnel shall be set up for advising the Government of India on matters related to training policy, training design and programmes as well as issues concerning their implementation.

• All organisations will designate training managers at appropriate level to develop and coordinate training programmes and monitor them.

• All cadre Controlling Authorities shall endeavour to develop suitable infrastructure for induction and in-service training at the cutting edge and middle levels.

SME (Small and Medium Enterprise)

The Institute acts as a catalyst for entrepreneurship development by creating an environment for entrepreneurship. It formulates support systems and devise new entrepreneurship development programmes which will assist the present and prospective entrepreneurs in their business growth.

“SME Training Institute of India” was formally launched at the hands of Mr. Dinesh Rai, IAS - Secretary, Ministry of MSME, Government of India during the “7th Global SME Partnership Summit”  held on 21st February, 2009 at Mumbai. In picture (from left to right) Mr. K. R. Sharma - Director, MSME Development Institute of India, Mumbai, Mr. T. R. Bajalia - Executive Director, IDBI Bank, Mr. Chandrakant Salunkhe - President, SME Chamber of India & IITC- INDIA.

Objectives

• Identification of training needs
• Organising and managing relevant programmes to impart knowledge and skills
• Evolving effective training strategies and methodologies for different target groups and locations
• Organize seminars, workshops and conferences for providing fora for interaction and exchange of views by various agencies and entrepreneurs
• Undertake R & D activities on entrepreneurship development
• Documenting and disseminating information needed for policy formulation and implementation on self-employment and entrepreneurship.
• To organize and conduct training for entrepreneurship development
• To evolve strategies & methodologies for different target groups & locations & conduct field tests
• To identify training needs and offer training programmers to Government and non-Government organizations engaged in promoting and supporting entrepreneurship
• To document and disseminate information needed for policy formulation and implementation related to self-employment
• To identify, design and conduct training programmers for existing entrepreneurs
• To prepare and publish literature related to entrepreneurship and industrial development.
• To organize seminars, workshops and conferences for providing a forum for interaction and exchange of views by various agencies and entrepreneurs.
• To conduct research for generating knowledge to accelerate the process of entrepreneurship development.
• To act as a catalyst for development of elf-employment/entrepreneurship, industry/business.
• To evolve, design and help in the utilization of various media for creating entrepreneurship.

Activities

• Induce and develop young qualified entrepreneurs for creating opportunities and motivating for self-employment by exposing them to training and development models of entrepreneurship and management
• To provide them inputs for setting up enterprise and manage them for results
• To help existing SMEs to refresh and expose to latest and modern opportunities, inputs, enterprise deliberations on strategic and technical methodologies to become more effective and competitive for growth and profits
• To upgrade SMEs entrepreneurial skills
• To expose SMEs for global export opportunities and procedures for more turnover and profits

The activities of the Institute include identification of training needs, designing and organizing programmers both for development functionaries and entrepreneurs; evolving effective training strategies and methodologies for different target groups and locations; organize seminars, workshops and conferences for providing fora for interaction and exchange of views by various agencies and entrepreneurs; undertaking research on entrepreneurship development, documenting and disseminating information needed for policy formulation and implementation on self-employment and entrepreneurship.

The Institute Organizes Seminars & Workshops

• For sharing experiences on implementation of programmes of self-employment and entrepreneurship.
• On current topics such as WTO and its impact on SME sector, Promoting First Generation Entrepreneurs through PMRY, Promoting women Entrepreneurship etc.
• On creating awareness about the prospects of developing entrepreneurship in certain line of activity such as on Handmade Paper Industry, Food Processing Industry etc.
• Entrepreneurs Meet to understand and appreciate their problems in launching projects and managing them successfully.
• Interactive meet on Entrepreneurship Education to discuss about the need and importance of entrepreneurship element in academic curriculum.

Functions

• The Forum will Organise all activities necessary to achieve its objectives
• To devise special training courses to suit the target candidates
• Publish periodicals and magazines to impart knowledge
• Recognition of exceptional talents and confer awards
• Assistance to set up new enterprise
• Marketing assistance
• Market development
• Conduct market surveys and reports
• Assistance to obtain channelise finance
• Consultancy services on all functions of business
• To provide platform for interaction with Government officials, experts and industrialists

Need for training in India:

• Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.
• Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.
• Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.
• Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
• Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.
• Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.
• Quality – Training and Development helps in improving upon the quality of work and work-life.
• Healthy work environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.
• Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of the work force.
• Image – Training and Development helps in creating a better corporate image.
• Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.
• Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies.
• Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Important components identified in MDP are:

The 13 important components identified in MDP are

• Selection: To identify potential or managerial abilities of executives. 
• Intellectual conditioning: To educate executives on different managerial tools & techniques. 
• Supervised training: To guide executives on application & use knowledge in the course of day to day activities. 
•  Explicitly test candidates in three dimensions: ability, engagement and aspiration. 
• Emphasize future competencies: rather than current performance. 
• Manage the quantity and quality: see talent as a scarce portfolio of growth assets.
• Forget rote functional or business unit rotation: rather focus on intense assignments with development challenges.
• Identify the riskiest, most challenging positions: assign them to rising stars. 
• Create individual development plans: linking personal objectives to corporate plans for growth. 
• Reevaluate top talent annually: on changes in ability, engagement and aspiration. 
• Offer significantly differentiated compensation: and recognition to star employees. 
• Hold regular, open dialogues: between high potentials and program managers. 
• Replace broadcast communications: about strategy with individualized messages from emerging leaders.

MDP objectives for top mgt. intends to develop better comprehension & decision-making power, while for middle level it is meant to develop their intellectual faculty besides awareness of mgt. problems. For specialists MDP is to increase functional knowledge in specific fields & proficiency in various mgt. techniques.

Management Development Process:

The following are the important steps in the organization of a management development program:

• Analysis of organizational development needs.
• A comparison of the already existing talents with required.
• Appraisal of present management talents.
• Inventory of management manpower.
• Planning of individual development program.
• Establishment of development programs.
• Evaluation of results.

Analysis of organizational development needs: After deciding to launch a management development program a close and critical examination of the present and future development needs of the organization has to be made. We should know how many and what type of managers are required to meet the present and future requirements.

A comparison of the already existing talents with those that are required to meet the projected needs will help the top management to take a policy decision as to whether it wishes to fill those positions from within the organizations or from outside sources.

Appraisal of present management talents: In order to make the above suggested comparison, a qualitative assessment of the existing executive talents should be made and an estimate of their potential for development should be added to that. Only then can it compare with the projected required talents.

Inventory of management manpower: this is prepared to have a complete set of information about each executive in each position. For each members of the executive team, a card is prepared listing such data as name age, length of service, education, work experience, health record, psychological test results and performance appraisal data etc. The selection of individuals for a management development program is made on the basis of the kind of background they possess. Such information, when analyzed discloses the strengths as well as weaknesses or deficiencies of managers in certain functions relating to the future needs of the organization.

Planning of individual development program: Guided by the results of the performance appraisals that indicate the strengths and weaknesses of each of the executives this activity of planning of individual development program can be performed.

Establishment of development programs: It is the duty of the HR department to establish development opportunities. The HR department has to identify the existing levels of skills, knowledge etc of various executives and compare them with their respective job requirements. Thus, it identifies development needs and requirements and establishes specific development programs, like leadership courses, management games, sensitivity training etc.

Evaluation of results: executive development programs consume a lot of time, money and effort. It is therefore, essential to find out whether the program has been on track or not. Program evaluation will cover the areas where changes need to be undertaken so that the participants would find the same relevant and useful or enriching their knowledge and experience in future. Opinion surveys, tests, interviews, observation of trainee reactions, rating of the various components of training etc would be used to evaluate executive development programs.

What is Management Development?

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 organizations.

“The process of creating and enhancing the competences of managers and potential managers. Management development is usually thought of as a planned process, focusing on a long-term development program to increase managerial effectiveness, but it also incorporates informal and unplanned elements such as learning from day-to-day experience.”

Need and importance for management development are:

• It is managements’ responsibility of ensuring the success of the organization
• It is the management who deal with people of different background, culture, language, etc
• Mergers and acquisitions, downsizing, etc are all under management’s control
• It is managements’ responsibility to ensure that the employees obtain the required KSAs to perform the tasks
• It is managements’ responsibility to ensure that right people is hired for the right job, at the right time for the right place
• Manager’s job is complex i.e. for the managers understanding the training need is not easy because his training need is determined by how well his department is meeting its objective and goal.
• It is the management who makes decisions on the basis of judgment and intuition
• It is the manager who performs several routine duties as well as handling the exceptions in their own as well as subordinates’ routine
• Managers are engaged in varied, discontinues, and brief activities
• It is the management that understand the organization, its vision, mission, ethics, values, strategies, capabilities, and how his organization fits into the industry, and how his behavior will influence people outside the organization

What is Career Development?

Career development is an organized approach used to match employee goals with the business needs of the agency in support of workforce development initiatives. In this process:

The purpose of career development is to:

• Enhance each employee's current job performance.
• Enable individuals to take advantage of future job opportunities.
• Fulfill agencies' goals for a dynamic and effective workforce.

Career Development: Self-Assessment

Self-Assessment is a process of clarifying your valuethrough discovering the relationship between various occupations and your personality type and work style, interests, career values, and skills.  Even if you have engaged in a self-assessment process early in your career, your interests may have changed over time and you may be eager to learn new skills.  It is helpful to periodically engage in a thorough process of self-assessment throughout your career.

Career Development: Career Awareness

In the Career Awareness phase of career development planning, your goal is to understand how your value applies to opportunities within your organization and the wider world of work.  Developing your career awareness means gaining knowledge of career paths and job opportunities at UC Berkeley, and the skills and qualifications necessary to be successful in these positions. 

There is a lot of information available to you on the Internet, but it is crucial to seek out information from colleagues, supervisors and managers, and other Cal employees as well.  Pay attention to what you observe, feel, and experience in your day-to-day work life at Cal. 

Ultimately, the fit of an organization’s culture with your personal goals, values, and work style is something you need to assess for yourself.

Career Development: Goal-Setting

Goal-Setting is a process of integrating self-assessment and career awareness information into career goals that reflect your vision of what you want in a career. If you have taken the time to do a thorough self-assessment and have built up your career awareness, then you are ready to focus on taking action.

Career Development: Skill Development

Skill Development means developing yourself and your skill sets to add value for the organization and for your own career development. Fostering an attitude of appreciation for lifelong learning is the key to workplace success. Continuously learning and developing one's skills requires identifying the skills needed for mobility at Cal, and then successfully seeking out trainings or on-the-job opportunities for developing those skills.

Developing your skills begins with assessing which skills are important for your desired career development. Read about career skills in the self-assessment section of this website. Speak with your supervisor or manager and other career mentors to identify the types of skills that will help move you forward in your career.

Once you have identified the skills you need to develop to achieve your career goals, your next step is identifying how you will develop your skills. The two main avenues for developing your skills are through the following:

1. Education and training
2. Developmental experiences

Career Development: Career Management

Career Management ensures others know about you and your value. Although Career Management is one of the five phases of career development planning in our model, it is deliberately front and center since activities related to career management are relevant to all the other phases. Also, career management, unlike the other phases, is a continuous process that occurs throughout one's career and not just at discrete times. It may be helpful to think of career management as a philosophy and set of habits that will enable you to achieve career goals and develop career resiliency.

Successful career management is accomplished through regular habits of building relationships, engaging in career development conversations, updating your career development plan, and setting new goals as life and career needs change. Being proficient at career management also means possessing basic skills related to job searching and managing changes in a resilient manner.