An analysis of executive development programs in the Los Angeles area. - Page 185 |
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173
Since sound personnel practice stresses participation
as the key to gaining support, the chief executive
should appoint an executive development committee which
includes key executives representing each major company
division. This committee should be charged with respon- j! sibility for creating an executive development program
tailored to the specific needs of the organization, deter-!
mining the techniques to be employed, conducting periodic j
i(
audits of the company program, and supervising its !
i
! administration. In addition to this committee I the chief i!j executive should delegate responsibility for staff ii
assistance to the program to some individual who reports
directly to him. The director of personnel, the director
of training, or some other similar individual in the
organization would be a logical choice. The assistance
i;
provided should consist of: (1) the development of forms :
j to be used in the program, (2) handling of administrative
details and advising the executive development committee, i
(3) the maintenance of necessary charts, (4) advising
I ;
ii the chief executive regarding the progress of the program,;!
and (5) making any recommended revisions or additions.
i
Responsibility for administration of the program must lie J t t
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| Title | An analysis of executive development programs in the Los Angeles area. - Page 185 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 173 Since sound personnel practice stresses participation as the key to gaining support, the chief executive should appoint an executive development committee which includes key executives representing each major company division. This committee should be charged with respon- j! sibility for creating an executive development program tailored to the specific needs of the organization, deter-! mining the techniques to be employed, conducting periodic j i( audits of the company program, and supervising its ! i ! administration. In addition to this committee I the chief i!j executive should delegate responsibility for staff ii assistance to the program to some individual who reports directly to him. The director of personnel, the director of training, or some other similar individual in the organization would be a logical choice. The assistance i; provided should consist of: (1) the development of forms : j to be used in the program, (2) handling of administrative details and advising the executive development committee, i (3) the maintenance of necessary charts, (4) advising I ; ii the chief executive regarding the progress of the program,;! and (5) making any recommended revisions or additions. i Responsibility for administration of the program must lie J t t |
