University‐based executive education programmes have played a major role in the development of upper‐level managers since the beginning of the Second World War. A summary review…
Abstract
University‐based executive education programmes have played a major role in the development of upper‐level managers since the beginning of the Second World War. A summary review of research into their effectiveness is presented, and a challenge issued for further investigation as to their worthiness.
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Robert M. Fulmer and Albert A. Vicere
If this is the “Age of the Learning Organization,” surely creating leaders who can build learning‐oriented competitive advantage should be a big business. Nohria and Berkley of…
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If this is the “Age of the Learning Organization,” surely creating leaders who can build learning‐oriented competitive advantage should be a big business. Nohria and Berkley of the Harvard Business School have estimated that corporate expenditures for training have grown from $10 billion to $45 billion during the past decade. Business Week estimates that approximately $12 billion of this amount was devoted to executive education. The growth in expenditures for executive programs is a result of the increasing recognition that education and leadership development are powerful levers in communicating and implementing key strategic initiatives.
Albert A. Vicere and Virginia T. Freeman
Executive education can be a powerfulcatalyst for both personal andorganisational development. Howcorporations are utilising this potentialwas the subject of an internationalstudy…
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Executive education can be a powerful catalyst for both personal and organisational development. How corporations are utilising this potential was the subject of an international study of executive education trends among the Fortune 300, Fortune Service 100, and Fortune International 100 firms. The results of the study reflect expanding corporate support for executive education, both on an in‐company basis and through university‐based programmes. The results also suggest some interesting comparisons among the executive education practices of the three survey population subgroupings.
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Roger L. Moore and Albert A. Vicere
Five distinguishing characteristics of non profit organizations are identified and explored. They are: a different and more complex environment, more altruistic purposes with…
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Five distinguishing characteristics of non profit organizations are identified and explored. They are: a different and more complex environment, more altruistic purposes with strong traditions, importance of motivating and rewarding volunteers, staff structures that exist in parallel with volunteer structures, and frequent short‐run/annual budget orientations as opposed to effective strategic planning. The authors reject the notion that non profit management should be different from that in the private, for‐profit sector, but emphasize that these five characteristics must be recognized and addressed before attempting to directly apply business experience to nonprofit environments.
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Albert A. Vicere, Maria W. Taylor and Virginia T. Freeman
Suggests that the need to cope with rapid change and global competitionhas revolutionized the practice of management within most majorcorporations. Reports on a ten‐year study of…
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Suggests that the need to cope with rapid change and global competition has revolutionized the practice of management within most major corporations. Reports on a ten‐year study of global trends in the field, which shows how practices in executive development have evolved to keep pace with this revolutionary change. The results of the study suggest a changing and increasingly important role for executive development in building and revitalizing corporate competitiveness.
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The growing emphasis on learning as a force for buildingorganisational competitiveness is causing a major shift in how companiescultivate and develop executive talent. This shift…
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The growing emphasis on learning as a force for building organisational competitiveness is causing a major shift in how companies cultivate and develop executive talent. This shift is so pronounced as to be called a paradigm change, the elements of which are described. The emerging “new paradigm” for executive development holds great promise as a tool for crafting both individual and organisational effectiveness.
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Based on an ongoing series of research initiatives, this article profiles eight major trends in executive education and leadership development: the emergence of an increasingly…
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Based on an ongoing series of research initiatives, this article profiles eight major trends in executive education and leadership development: the emergence of an increasingly competitive marketplace for providers of executive education and leadership development; a growing focus on customized programs; a trend toward shorter, large‐scale, cascaded programs involving staff throughout the organization; a continued trend toward increased use of action learning; a perception that technology and distance delivery will play a more critical role in the future; a significant shift toward experience‐based methodologies like job rotation, task force assignments, action learning and coaching/mentoring; an increased level of importance attached to performance feedback in the development process; and a shift in perspectives toward leadership competencies for the future, with flexibility and adaptability heading the list of critical developmental needs.
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Douglas A. Ready, Albert A. Vicere and Alan F. White
There is a growing awareness among major corporations that executive andorganizational development activities have a very important role to playin the creation of learning‐based…
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There is a growing awareness among major corporations that executive and organizational development activities have a very important role to play in the creation of learning‐based competitive capabilities. Presents a perspective on this emerging role based on the authors′ research and years of experience in the field of executive development. Outlines a new and critical role for executive development in the strategic management process, develops a first stage model for integrating executive development into an organization′s strategic planning system, and presents a case study example of a firm engaged in a systems approach to executive development.
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Every summer since 1957 selected leaders of U.S. industry have convened at a rustic but elegant Vail, Colo., conference facility to take a three‐week “leadership development”…
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Every summer since 1957 selected leaders of U.S. industry have convened at a rustic but elegant Vail, Colo., conference facility to take a three‐week “leadership development” seminar from professors of the highly rated University of Chicago Graduate School of Business. Often the business school's Center for Continuing Studies' staff has had to turn away would‐be participants, including some very distinguished business leaders. But this year, the course will not be offered—university officials canceled it, citing declining profitability.
Peter A.C. Smith and Judy O’Neil
Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of…
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Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.