A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 21 |
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performance of the managers who will have to follow such decisions through in the future.^ In many organizations the current crop of executives will no longer be on the scene when basic decisions \ are being made today actually materialize. It has been I estimated that Industry is now adding executives at 46 per j cent faster rate than pre-war, and that approximately 42 l per cent of all top management are in the 55-65 age bracket. Management is becoming more complex due to a rapidly changing technology, the demands of competition are increasing, and added emphasis is being placed on the problem of relations. This demands that management men of { tomorrow be possessed of new skills and abilities. Harold F. Smiddy, Vice-President in charge of Management Development, General Electric, has stated: j No longer is it true in our seasoned judgment ' that experience alone can teach the work of managing adequately and in time. Managing is no longer merely - an art--it is unlikely ever to be an exact science either. Yet it is fast acquiring the character of a profession. And this means that its principles ; can be Increasingly discovered, stated, clarified j and taught systematically. They can be learned and i they can be applied.3 ■^Peter F. Drueker, The Practice of Management (New York: Harper and Bros., 1952), p7~lH2. 2"Execotiyes--The Painful Shortage," Newsweek. Volume XLIX No. v1 lii, February 25, 1957, p . .87. ,i 3Joseph b . Guilfoyle, "General Electric U.," The j Wall Street Journal, Vol. LII No. civ, May 27, 1955* 1 V
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Title | A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 21 |
Repository email | cisadmin@lib.usc.edu |
Full text | performance of the managers who will have to follow such decisions through in the future.^ In many organizations the current crop of executives will no longer be on the scene when basic decisions \ are being made today actually materialize. It has been I estimated that Industry is now adding executives at 46 per j cent faster rate than pre-war, and that approximately 42 l per cent of all top management are in the 55-65 age bracket. Management is becoming more complex due to a rapidly changing technology, the demands of competition are increasing, and added emphasis is being placed on the problem of relations. This demands that management men of { tomorrow be possessed of new skills and abilities. Harold F. Smiddy, Vice-President in charge of Management Development, General Electric, has stated: j No longer is it true in our seasoned judgment ' that experience alone can teach the work of managing adequately and in time. Managing is no longer merely - an art--it is unlikely ever to be an exact science either. Yet it is fast acquiring the character of a profession. And this means that its principles ; can be Increasingly discovered, stated, clarified j and taught systematically. They can be learned and i they can be applied.3 ■^Peter F. Drueker, The Practice of Management (New York: Harper and Bros., 1952), p7~lH2. 2"Execotiyes--The Painful Shortage," Newsweek. Volume XLIX No. v1 lii, February 25, 1957, p . .87. ,i 3Joseph b . Guilfoyle, "General Electric U.," The j Wall Street Journal, Vol. LII No. civ, May 27, 1955* 1 V |