A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 36 |
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1. The program must aim at equipping an individual to do a better job in his current position.
2. The program must contribute to an individual's self-development in terms of increasing his potential and capability for advancement into jobs of greater responsibility.
3. The program must clarify the opportunities through which the organization can foster and encourage an individual's self-development for the mutual advantage
of the individual and the company.
4. The program must continually aim At developing and fostering among all management personnel the full appreciation of their individual obligation as to the selection, training, appraisal, placement,
and utilization of personnel on a company- wide rather than a purely departmental basis.
It would be pertinent to elaborate on each of the
foregoing basic objectives in order that the intent and
1
I proper significance of each may 1 be more adequately
iconveyed.
1
i Improvement in current job performance. It is not
|the purpose of this section to indulge in a discussion of
l • the multitude of ways and means of improving on-the-job j
performance but rather to discuss its need and importance j f jas an objective of executive development.
| On-the-job improvement at all levels of management
is essential, if for no other reason than to provide for
!I the change which continually takes place in the scope of j1
!individual job responsibilities and the requirements ,
i |necessary for their capable and efficient execution. As * 1 II
has been stated, a multitude of factors contribute to a
change, almost daily, in a manager's approach to his job *
1
land his personnel. This places a severe strain on his j
Object Description
Description
| Title | A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 36 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 1. The program must aim at equipping an individual to do a better job in his current position. 2. The program must contribute to an individual's self-development in terms of increasing his potential and capability for advancement into jobs of greater responsibility. 3. The program must clarify the opportunities through which the organization can foster and encourage an individual's self-development for the mutual advantage of the individual and the company. 4. The program must continually aim At developing and fostering among all management personnel the full appreciation of their individual obligation as to the selection, training, appraisal, placement, and utilization of personnel on a company- wide rather than a purely departmental basis. It would be pertinent to elaborate on each of the foregoing basic objectives in order that the intent and 1 I proper significance of each may 1 be more adequately iconveyed. 1 i Improvement in current job performance. It is not |the purpose of this section to indulge in a discussion of l • the multitude of ways and means of improving on-the-job j performance but rather to discuss its need and importance j f jas an objective of executive development. | On-the-job improvement at all levels of management is essential, if for no other reason than to provide for !I the change which continually takes place in the scope of j1 !individual job responsibilities and the requirements , i |necessary for their capable and efficient execution. As * 1 II has been stated, a multitude of factors contribute to a change, almost daily, in a manager's approach to his job * 1 land his personnel. This places a severe strain on his j |
