An analysis of executive development programs in the Los Angeles area. - Page 42 |
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30
environment of the organization is conducive to individual
growth warrants attention next in the planning phase. The
chairman of the board and president of Borg-Warner Corporation
lists three obstacles which must be overcome in
order to create the proper environment in which executives
can grow: (1) apathy on the part of executives regarding
the future of the company or department; (2) a fear of
training and promoting subordinates who might prove so
capable as to be a threat to the job of the superior; and
(3) being so busy with day-to-day operations of the busi-i
jness that neither the time nor the patience for training
'subordinates is available. ^ i
Stoltz provides an enlightening treatment of this
|problem of environment, concluding that fSthe climate
i
j management creates and the way the business is run are the
i
controlling forces in executive development.i 11 In describ-ing
the effects of environment on development, he states:
. . . Thus, in every company the process of
executive growth goes on every day. The
climate created by management can make this
growth vigorous and vital, providing challenge
j and opportunity to unleash the talents and
teamwork of the executive organ and encouraging
37 Ingersoll, o£. cit., p. 3.
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| Title | An analysis of executive development programs in the Los Angeles area. - Page 42 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 30 environment of the organization is conducive to individual growth warrants attention next in the planning phase. The chairman of the board and president of Borg-Warner Corporation lists three obstacles which must be overcome in order to create the proper environment in which executives can grow: (1) apathy on the part of executives regarding the future of the company or department; (2) a fear of training and promoting subordinates who might prove so capable as to be a threat to the job of the superior; and (3) being so busy with day-to-day operations of the busi-i jness that neither the time nor the patience for training 'subordinates is available. ^ i Stoltz provides an enlightening treatment of this |problem of environment, concluding that fSthe climate i j management creates and the way the business is run are the i controlling forces in executive development.i 11 In describ-ing the effects of environment on development, he states: . . . Thus, in every company the process of executive growth goes on every day. The climate created by management can make this growth vigorous and vital, providing challenge j and opportunity to unleash the talents and teamwork of the executive organ and encouraging 37 Ingersoll, o£. cit., p. 3. |
