The Growth and Development of Executives

The Growth and Development of Executives

The Growth and Development of Executives

The Growth and Development of Executives

Excerpt

As a member of a faculty engaged in helping men learn the "how" of administration, the author shares the interest in individual growth which is an intrinsic, continuous part of the educational process. This interest was quickened by a consulting assignment concerned with some of the problems of executive development in the electric utility industry. Thus the opportunity to undertake a one-year research project of executive growth and development in manufacturing companies was welcomed, especially since the increasing number of requests for information on this subject reaching the School provided further evidence of its recognized importance by businessmen.

This report is likely to be disappointing to those who seek quick and easy methods for the growth and development of able personnel. No capsulated programs were found which could be put into effect on one day and from which observable results would be produced the next. Individual growth, like education, is a slow process. This does not mean that nothing can or should be done to promote growth, but only emphasizes that time, patience, and the interest and help of all executives constitute essential ingredients.

One of the problems of undertaking a research project of this kind is that the nature of the relationships among organization personnel is intimate, frequently hard to define, and still harder to express in meaningful words. It would have been possible to study the external trappings of development systems or programs, but it became apparent very early that these can be misleading and dangerous tokens of effective development efforts. More important are the beliefs, conclusions, insights, and judgments of responsible administrators who are growing and who are developing others. Frank discussions with this primary source of information on the subject of people necessitated, of course, observing the confidential quality of the information. Accordingly, the case . . .

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