A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 132 |
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achievements of the course. Various methods have been
utilized in the past, such as the use of opinion questionnaires
and interviews, but without too much success. The
research study conducted by the company prior to the establishment
of the course is being revived to review the
company's entire effort and accomplishment in the area of
executive and manager development. Mr. Kemble states, in
correspondence with the writer, that one important element
of their assignment will be to establish an appropriate
ijmeans of evaluating the performance and contribution of
t this particular program.
In the opinion of General Electric officials, this
particular course does not meet the needs of their entire
executive group. It does, however, serve the purpose of
extending this type of training to a considerably larger
number of their management group In a much shorter period
of time than would be possible by total reliance on courses
in various universities. Use continues to be made of
university courses for a few of their key personnel.
Mr. Smiddy, Vice President of General Electric,
sums up the purpose of their four main management education
elements, of which this course is one, by saying that they
. . . are designed as instruments for the individual manager which will help him to attain the habits of an orderly approach to his responsibilities in this respect; and to guide his authority into those channels
which allow and require proper regard for its relationship to the accountabilities and authority of
Object Description
Description
| Title | A comparison of in-company and university training programs as a means of attaining the objectives of executive development. - Page 132 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | achievements of the course. Various methods have been utilized in the past, such as the use of opinion questionnaires and interviews, but without too much success. The research study conducted by the company prior to the establishment of the course is being revived to review the company's entire effort and accomplishment in the area of executive and manager development. Mr. Kemble states, in correspondence with the writer, that one important element of their assignment will be to establish an appropriate ijmeans of evaluating the performance and contribution of t this particular program. In the opinion of General Electric officials, this particular course does not meet the needs of their entire executive group. It does, however, serve the purpose of extending this type of training to a considerably larger number of their management group In a much shorter period of time than would be possible by total reliance on courses in various universities. Use continues to be made of university courses for a few of their key personnel. Mr. Smiddy, Vice President of General Electric, sums up the purpose of their four main management education elements, of which this course is one, by saying that they . . . are designed as instruments for the individual manager which will help him to attain the habits of an orderly approach to his responsibilities in this respect; and to guide his authority into those channels which allow and require proper regard for its relationship to the accountabilities and authority of |
