An analysis of executive development programs in the Los Angeles area. - Page 42 |
Save page Remove page | Previous | 42 of 229 | Next |
|
small (250x250 max)
medium (500x500 max)
Large (1000x1000 max)
Extra Large
large ( > 500x500)
Full Resolution
All (PDF)
|
This page
All
|
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.
Object Description
Description
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. |