Executive Development

This work represents the first study of executive mobility to be founded on research-based data rather than opinion. Throughout the book, Forbes and Piercy deal with specific issues such as the early promotion versus the "late bloomer," changing industries in an attempt to move up more quickly, and areas of greatest opportunity for women executives. Separate chapter topics include the early years, mid-career issues, origins and formative years of a CEO, and career differences in various industries. A concluding chapter offers practical advice on reforming executive development and strategically planning an individual career.

The training and development function has made important contributions to the success of American corporations, but is it time now for an overhaul? Sims thinks it is. Not only does his book delineate the ways in which T&D has lost touch with the times, but it also identifies the ways in which it can--and must--be restructured and, indeed, "reinvented." It must be more responsive to customer demands and interests, it must participate in and contribute directly to competitive corporate strategies. And it must find ways to measure concretely its performance and its contribution to the corporate bottom line. Sims' book is thus the first to take a corporate strategy approach to understanding and developing the T&D function. In doing so, it dissects T&D, chapter-by-chapter, and in each chapter provides practical guidance on how trainers can improve their performance and thus contribute clearly to the success of their organizations. Not only training and development people, but management in other areaswill find this book thoughtful, provocative, and challenging.

The workplace is the ideal environment for tying together management theory and practice and yet, classes in many regular management development programs are conducted away from the work site, and class sizes are so large that individual instruction is difficult to achieve. In this book, the authors seek effective ways to merge theory with workplace practice, and advocate the modular preceptor method whereby participants work together in dyads and triads with a preceptor acting as advisor and instructor. Unlike traditional management development programs which do not usually lead to behavior changes, the modular preceptor model has behavior change as the basic aim. Participants can remain at work while experiencing individualized learning, developing problem solving skills, and acquiring new knowledge which can be immediately applied to work situations. This book also analyzes the behavioral sciences as they have impacted philosophies of learning and techniques of instruction of managers, and discusses the role of the university in management development.

Today every business is an e-business, and whether you are selling golf outings over the Internet or manufacturing the carts, there is no escaping the fact that every aspect of organizational design is profoundly affected by the new rules of the electronic economy. What many people and organizations overlook, however, is the degree to which these new rules are requiring a fundamentally different style of leadership. In E-Leader, Robert Hargrove identifies the new mindset and skills that leaders must develop in order to thrive in a world where wealth is built on relationships and experiences, not products or even technology. The old model of leader as "steward", protecting the company's brands and assets, is being replaced by a model of leader as "entrepreneur", searching constantly for new sources of wealth creation; establishing creative ventures with suppliers, distributors, and even competitors; and discovering new ways to attract, retain, and nurture talent -- all at the speed of light. E-Leader captures the energy of the mavericks who are redefining leadership on the electronic frontier and shows managers in all types of organiza

This book of essays includes Edward C. Banfield's most important insights into the American political system.