Training and Development

EXECUTIVE DEVELOPMENT
- A NEW PRESPECTIVE

(Now responsibility of the line and top

managers)
-Robert K.Stolz
 DEFINING
“EXECUTIVE DEVELOPMENT”
Describes the full range of actions that
management may take consciously and
intentionally, to speed or improve the
development of the managers

On the job training

Of the job training
Job changes
 INTRODUCING THE ARTICLE
• PRESENT SCENARIO

• COMPANIES IN 1950s

• HOPELESSLY CONFUSED

• VARIED

• DIFFICULT TO IDENTIFY
 PRESENT SCENARIO
• New breed of “Executive Developer”
THE LINE MANAGERS
THE TOP EXECUTIVES

• BUT EXECUTIVE DEVELOPMENT STILL

“ALIVE, VIGOROUS, EVOLVING AND

CONTRIBUTING TO PROFITS”
MISCONCEPTIONS
(confuse and impede the progress
of the effort throughout the
industry)
 MISCONCEPTION #1
“Most prominent companies gave up on
executive development long ago.
Generally speaking only sophisticated,
second string companies, are still trying.”
Large
companies
 MISCONCEPTION#2
• Executive development activities are unorganized.

• Most development plans are carefully taught out

plans.

Perceived actions :
1.Job responsibilities
2.Appraisal method
3.Top executives involve in executive
development decisions.
 MISCONCEPTION#3
• Crown prince approach is dead
• Democratic approach is really effective.

• Leading companies maintain crown prince list.

• The process of planned development is selective.

• Selective approaches helps management in

making individual development plans a success.
 MISCONCEPTION #4
• Executive Development – spending money now
for an uncertain return in the far distant future.
• Experts opine that just the opposite is true.

• In the words of a President of drugs firm,

“exec-development is deciding how to make more
money on people- but you have to work at it.”
• Leading companies believe that exec-
development will develop only by merging
Personnel Planning and Business Planning.
• Personnel movement is an integral part of
business planning.

• Put the right person in the right job if

possible immediately to get the results, if it
helps solve a business problem.

• Some personnel shifts increase expenses,

but sometimes its essential in the larger
interest of the company’s goals.
 MISCONCEPTION # 5

“Prime purpose of a man’s development is

broadening his knowledge and
experience.”

• The primary focus is to TEST individual.

• Shift a less experienced person to a tough
assignment, which he did well.
• Worried about who the decision makers are
rather than his ability.
• Subordinates through an obstacle course
to separate the men from the boys.

• Testing – Help learn how to deal with

harsh economic times.

• “Testing by fire” and Experience

• Others see it only as a way of providing

additional experience.
 MISCONCEPTION #6
“Executive development courses are a
passé. Sophisticated managers have
learned that you cannot teach a man
executive skills in a classroom.”
 SIGNIFICANT TRENDS:

• There is no lessening of interest

in the 4-13 week advanced
management programs
• Shorter, special purpose
programs,
• Most educational programs, are
increasingly offered in an
atmosphere of tension, pressure
and competition.
 MISCONCEPTION #7

“Executive development deals mainly in

abstractions, and it also involves an
array of special activities.”
• Role of Line Executives in Developing their
Subordinates

• The Nub of the Problem is Appraisal

• Need for Sound Procedures

• Importance of Off-the-Job Training.

• Changing Role of Executive
Development Director

 Analysis and Planning of Man Power

Requirements
 Needling line Executives to take
Appropriate Actions
 Consultant for Management Educations
and Training Programs
 Screening Executives to fill in Vacancies
• Management Commitment