The need to give force to change efforts is a problem of importance to all organizations. This paper addresses change efforts that are reinforced by in‐house executive education…
Abstract
The need to give force to change efforts is a problem of importance to all organizations. This paper addresses change efforts that are reinforced by in‐house executive education programs, in particular those that occur in educational institutions. Tracing the development of an in‐house executive education effort in a state university, this case study begins with the President’s cabinet meeting that endorsed the training that was to take place. It takes us through the process of how that training was designed, implemented, evaluated, and subsequently modified and then compares the results of the program to findings in the executive education literature. The study concludes that the program as conducted reinforces three critical aspects of effective executive education: that it be intimately tied to anticipating and causing industry change, that it focus on the centrality of active distributive leadership, and that it engage participants in activities that translate into action plans linked to actual organizational outcomes desired by the institution.
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One of the most valued management skills is the ability to function effectively in such small group decision‐making settings as meetings. Nevertheless, studies admit that little…
Abstract
One of the most valued management skills is the ability to function effectively in such small group decision‐making settings as meetings. Nevertheless, studies admit that little is definitely known about what makes meetings effective, so that meeting leaders often have to operate on assumptions or conflicting evidence even as they recognize that the move toward team‐based organizations has created a special need for meeting facilitation skills. Presents techniques for running meetings based on the results of experience gained working as a meeting consultant at the international headquarters of an insurance corporation in the northeastern USA (referred to as Alifo). Covers a 12‐month period during which 58 managers, supervisors, and executives participated in a meeting analysis survey, attended training sessions, and evaluated meeting simulations. Based, in addition, on meeting observations, minutes, and transcripts, communication reports, and interviews with company managers, several conclusions were reached about the meeting process, leadership behaviors, and group participation at Alifo.