An analysis of executive development programs in the Los Angeles area. - Page 156 |
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144
a survey was made of the qualifications and age brackets
of incumbents in executive positions. It was found that
the urgency of the situation was intensified because of
the age uniformity which existed among key company i
officials at the top levels of management. A serious
future loss to the company in organizational effectiveness
was foreseen, unless advanced planning provided properly iI
i qualified replacements over the relatively short span of
j years during which most of the incumbents would be leaving
ij
the company.
Ii
Responsibility for administering each facet of the ij
company*s management development program was specified in
| writing and disseminated to all management personnel.
i Each staff officer was delegated full responsibility for
the effective application of the program in his respective ;
division. This included: (1) active support of and !
generation of enthusiasm for the program, (2) rendering I
I . i
| assistance in drafting of performance appraisals, (3) I ' i
j preparation of management inventory summaries and individ- j
| ual development plans, (4) supervision of the program*s j
application within his area of responsibility, and (5) I
ii
recommendation to higher authority of any changes that
Object Description
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| Title | An analysis of executive development programs in the Los Angeles area. - Page 156 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 144 a survey was made of the qualifications and age brackets of incumbents in executive positions. It was found that the urgency of the situation was intensified because of the age uniformity which existed among key company i officials at the top levels of management. A serious future loss to the company in organizational effectiveness was foreseen, unless advanced planning provided properly iI i qualified replacements over the relatively short span of j years during which most of the incumbents would be leaving ij the company. Ii Responsibility for administering each facet of the ij company*s management development program was specified in | writing and disseminated to all management personnel. i Each staff officer was delegated full responsibility for the effective application of the program in his respective ; division. This included: (1) active support of and ! generation of enthusiasm for the program, (2) rendering I I . i | assistance in drafting of performance appraisals, (3) I ' i j preparation of management inventory summaries and individ- j | ual development plans, (4) supervision of the program*s j application within his area of responsibility, and (5) I ii recommendation to higher authority of any changes that |
