Supervisory training in a new key
Article Abstract:
Continental Cablevision developed a new supervisory training course because the firm wanted to help managers improve results in individual work units. Instead of emphasizing generic training skills, the program emphasizes tailoring training approaches to real work environments. Participants learn a variety of ideas during the course, including: focusing on work itself, building on strengths, and making sure workers participate in experiments. Participants then take these ideas and devise and implement an actual improvement experiment in their work unit. Results of the training program indicate that supervisors experience learning on two levels: supervisors learn about their individual operations and how workers understand the corporate culture, and they also learn techniques for analyzing and understanding the work environment.
Publication Name: Business
Subject: Business
ISSN: 0163-531X
Year: 1990
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How CEOs nurture creative thinking
Article Abstract:
A Senior Executive Forum sponsored by the Diebold Group gave executives an opportunity to express their opinions on the effects of information technology on management and on the most effective ways to encourage creativity. Participants were: Edward David of Exxon Research, Sidney Harman of Harman Industries, Gerald D. Laubach of Pfizer, Inc. and Thomas Vanderslice of Apollo Computer. Former Diebold Group president Lewis Young was moderator. Discussion topics included: managing creativity without stifling it; how creativity works in large and small firms; the degree to which executives need to understand technology; the role of computers in making basic research more effective; and the use of economic incentives such as profit-sharing.
Publication Name: FE: the Magazine for Financial Executives
Subject: Business
ISSN: 0883-7481
Year: 1987
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Innovative managers, innovative employees
Article Abstract:
A fictional case study is examined in which a recently promoted factory manager learns to adapt to his new position in a nontraditional plant environment where the production employees have great input and power. The supervisors and managers of the plant serve as coaches and assistants to production employees. Production employees at this factory are responsible for both manual and mental work. By altering the quality of human relationships in the workplace and by releasing the talent of capable employees, a more productive assembly line process materializes.
Publication Name: FE: the Magazine for Financial Executives
Subject: Business
ISSN: 0883-7481
Year: 1985
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- Abstracts: The Securities for Changing Seasons. Ways to Ease the Bite. Seeking Safety in Tax-Exempts
- Abstracts: The quality option and timing option in futures contracts. Risk in banking and capital regulation. A theoretical analysis of real estate returns
- Abstracts: Interest rate term structure estimation with exponential splines: a note. Divergence of opinion in complete markets: a note
- Abstracts: Real estate investment trusts are now a more attractive investment vehicle for tax savings. Estate planning for closely-held business owners for family goals, as well as tax savings
- Abstracts: Rental property can result in unexpected tax liabilities as well as significant benefits. Estimated tax requirements made easier as a result of recent changes