David LaHote, Jack L. Simonetti and Clinton O. Longenecker
Aims to provide an in‐depth discussion of how a Fortune 500 manufacturing organization refocussed its management development practices using a systems approach. A description of…
Abstract
Aims to provide an in‐depth discussion of how a Fortune 500 manufacturing organization refocussed its management development practices using a systems approach. A description of how the organization conducted a needs assessment, developed a system for management education and recreated its approach to management development are discussed. The implications for organizational practice are clearly stated that management development is a shared responsibility between a manager and his or her employer. This article will also discuss the evolution of this organization’s approach to developing managers for the twenty‐first century. It is also important to note that Aeroquip‐Vickers was recently honored as one of the 100 best managed companies in the US by Inc Magazine.
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Clinton O. Longenecker, Jack L. Simonetti and David LaHote
Formal management education is a rapidly growing organizational strategy to enhance management development and performance. While many organizations worldwide count on management…
Abstract
Formal management education is a rapidly growing organizational strategy to enhance management development and performance. While many organizations worldwide count on management education as an improvement vehicle they frequently fail to take proactive steps to ensure that the management educational process itself is an effective learning experience. Secondly, management education efforts often fail to provide an organizational return‐on‐investment because they lack systematic and programmatic vehicles to follow‐up and encourage on the job application of learning. This article will review the findings of a study of 152 seasoned managers with extensive management educational experience. It will present input on how to maximize managerial learning and organizational ROI when using formal management education programs. It will also discuss methods to assess and improve your organization’s current approach.
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David LaHote, Jack L. Simonetti and Clinton O. Longenecker
The second part of the article aims to show how the principles established during the evolution of the management development program at Aeroquip‐Vickers can be applied to other…
Abstract
The second part of the article aims to show how the principles established during the evolution of the management development program at Aeroquip‐Vickers can be applied to other organizations. In particular, the design of each manager’s individual development program is a responsibility shared between the organization and the manager themselves. It was also found that most managers remember and learnt most from real, challenging situations they had to deal with and development programs need to recognise this by incorporating challenging assignments and opportunities as well as training and education.