A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 23 |
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executive level. The extent to which unused capacities
have been tapped, job experiences planned, and j personalities refined will be directly related to
j the degree of industrial achievement 3
J All men will not normally and naturally acquire
Jthe skills and capacities for leadership. As has been
istated, this is because business has grown and has become
more complex, and because responsibilities within each
organization have become more specialized. Today, more J
than ever before in our history, companies are becoming I
.groups of specialists which obviously tends to limit the i
I points of view of executives and confine them to narrow !
|functions. The net result is that by the time a man has J
i _ > progressed upward in an organization and has become a
'candidate for a position of higher responsibility, it is
,too late to give him actual experience in other areas of j
jIthe company's business. Thus, without sincere and con-
;i scientious planning for executive development, business |
will continue as it has in the past to select specialists 1 t
jfor jobs of higher responsibility and trust the success of
ji the process to luck. 5 I1
i 4R. J. Greenly and E. B. Mapel, "The Trained
Executive: A Profile," The Development of Executive Talent,j
jA Handbook of Management Development Techniques and Case i
I Studies (New York: American Management Association, 1952), j
|! p. 21. . )t
^Myles L. Mace, The Growth and Development of Executives, Division of Research, Graduate School of Business Administration (Boston, Mass.: Harvard University,
1950), pp. 9-10.
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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 23 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | executive level. The extent to which unused capacities have been tapped, job experiences planned, and j personalities refined will be directly related to j the degree of industrial achievement 3 J All men will not normally and naturally acquire Jthe skills and capacities for leadership. As has been istated, this is because business has grown and has become more complex, and because responsibilities within each organization have become more specialized. Today, more J than ever before in our history, companies are becoming I .groups of specialists which obviously tends to limit the i I points of view of executives and confine them to narrow ! |functions. The net result is that by the time a man has J i _ > progressed upward in an organization and has become a 'candidate for a position of higher responsibility, it is ,too late to give him actual experience in other areas of j jIthe company's business. Thus, without sincere and con- ;i scientious planning for executive development, business | will continue as it has in the past to select specialists 1 t jfor jobs of higher responsibility and trust the success of ji the process to luck. 5 I1 i 4R. J. Greenly and E. B. Mapel, "The Trained Executive: A Profile," The Development of Executive Talent,j jA Handbook of Management Development Techniques and Case i I Studies (New York: American Management Association, 1952), j |! p. 21. . )t ^Myles L. Mace, The Growth and Development of Executives, Division of Research, Graduate School of Business Administration (Boston, Mass.: Harvard University, 1950), pp. 9-10. |
