An analysis of executive development programs in the Los Angeles area. - Page 44 |
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his potential.^ Once the inventory is completed, a !
j
replacement chart is usually prepared. This is in the i
form of an organization chart which shows only those j
; positions included in the executive development program. j
Under each position is listed the name of one or more
i
individuals who are considered as likely replacements for
that position, coded to indicate the degree of readiness j
of the individual. Corless calls this the heart of the !
1 executive development program.^
i■
j
V. SELECTION OF EXECUTIVE MATERIAL j
' !
The initial selection of men who have the poten- I
i I tial for growth into key executives is of the utmost t
! importance to the success of any executive development i
i . ! 1 program. Baker considers the question of how to select !I i;
and train executive managers as probably the most vexing
| problem facing business today.^ International Harvester
i i I :
I ^Dooher and Marquis (ed.) op. cit., pp. 32-33.
ij 41George B. Corless, Executive Development,
; Bulletin No. 19 (Pasadena, California: California
i Institute of Technology, 1951), p. 21.
^Baker, op. cit., p. 56. I
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| Title | An analysis of executive development programs in the Los Angeles area. - Page 44 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | his potential.^ Once the inventory is completed, a ! j replacement chart is usually prepared. This is in the i form of an organization chart which shows only those j ; positions included in the executive development program. j Under each position is listed the name of one or more i individuals who are considered as likely replacements for that position, coded to indicate the degree of readiness j of the individual. Corless calls this the heart of the ! 1 executive development program.^ i■ j V. SELECTION OF EXECUTIVE MATERIAL j ' ! The initial selection of men who have the poten- I i I tial for growth into key executives is of the utmost t ! importance to the success of any executive development i i . ! 1 program. Baker considers the question of how to select !I i; and train executive managers as probably the most vexing | problem facing business today.^ International Harvester i i I : I ^Dooher and Marquis (ed.) op. cit., pp. 32-33. ij 41George B. Corless, Executive Development, ; Bulletin No. 19 (Pasadena, California: California i Institute of Technology, 1951), p. 21. ^Baker, op. cit., p. 56. I |
