The advantages and disadvantages of rotational-job-assignments as a means of developing engineering talent. - Page 39 |
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r 3 0
j tion has strongly suggested regular rotation on jobs in
iI
different phases of the organization as one method by
I which an engineer who would otherwise gain only specialized: i|
experience can be given the opportunity to acquire the
|\ broader background required of a manager. 35 A survey of
Ij
five hundred industrial firms by Chicago’s John A. Patton,
Management Engineers, disclosed that a program of rotational-
job-asslgnments provided the broad experience j Ii essential to success in higher management echelons. 20 An jI
t 1 'i engineer that previously participated in a job rotation .
: program attributed to this program an awareness and know—
j ledge which he had not had of the company’s legal and I!
financial problems, costs, and relations with the govern- ! I ment. 37 3116 extensive background of multiple experience '
;, which has b'e en provided by job rotation has helped to de- Ii
1 i velop that planning technique requisite to conceptual jj
; skill. j
A labor relations superintendent for the Cities s
! Service Company has reported that the principal effort in J
i i
; ___________ i
35Ralph J. Cordiner, ^Industry’s New Challenge: I
' Developing Tomorrow’s Leadership,M Edison Electric Insti- 1
1 Bulletin, Volume 18 (July, 1956), p. 234.
; 3SSome New Ideas In Executive Selection,” American
Machinist, Volume 100 (August 27, 1956), p. 133. 1
: I
37fl[orris, op. cit., p. 269. I
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| Title | The advantages and disadvantages of rotational-job-assignments as a means of developing engineering talent. - Page 39 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | r 3 0 j tion has strongly suggested regular rotation on jobs in iI different phases of the organization as one method by I which an engineer who would otherwise gain only specialized: i| experience can be given the opportunity to acquire the |\ broader background required of a manager. 35 A survey of Ij five hundred industrial firms by Chicago’s John A. Patton, Management Engineers, disclosed that a program of rotational- job-asslgnments provided the broad experience j Ii essential to success in higher management echelons. 20 An jI t 1 'i engineer that previously participated in a job rotation . : program attributed to this program an awareness and know— j ledge which he had not had of the company’s legal and I! financial problems, costs, and relations with the govern- ! I ment. 37 3116 extensive background of multiple experience ' ;, which has b'e en provided by job rotation has helped to de- Ii 1 i velop that planning technique requisite to conceptual jj ; skill. j A labor relations superintendent for the Cities s ! Service Company has reported that the principal effort in J i i ; ___________ i 35Ralph J. Cordiner, ^Industry’s New Challenge: I ' Developing Tomorrow’s Leadership,M Edison Electric Insti- 1 1 Bulletin, Volume 18 (July, 1956), p. 234. ; 3SSome New Ideas In Executive Selection,” American Machinist, Volume 100 (August 27, 1956), p. 133. 1 : I 37fl[orris, op. cit., p. 269. I |
