TOPIC: EXECUTIVE DEVELOPMENT

IN CONTEXT OF APPLICTION

Submitted to:

Miss. Tejbir kaur

Submitted
by:

Shantana
bose
Meaning of executive development:

The executive development is a planned, systematic and continuous process of

learning and growth designed to induce behavioral change in individuals by
cultivating their mental abilities and inherent qualities through the acquisition,
understanding and use of new knowledge, insights and skills as they are needed for
more effective performance of the work of managing. Managers develop not only
by participating in formal courses of instruction drawn by the organisation but also
through actual job experience in the organisation. It should be recognized that it is
for the organisation to establish the development opportunities for its managers and
potential managers. But, an equal rather more important counterpart to the efforts
of organisation are those of the individuals. It should be accepted as discipline of
self education. The individuals must have the motivation and the capacity to learn
and develop. As the individuals differ from one another in aptitudes, attitudes,
talents, aspiration, needs and motivation, they should provide an effective
organisational climate to develop them and change their behavior in managing the
people and resources.

Objective of the study:

The main objectives of study are as follows:

1) To find out effectiveness of executive development in context of application.

2) To develop manager to perform in their present assignment and prepare
them for future assignment.
3) To create condition and climate to contribute to the growth process.

Executive development process:

The executive developments are as follows:

1) Organisational planning and analysis of organisational needs.

2) Appraisal of present management talent.
3) Management of HR inventory.
4) Planning individual development programme.
5) Establish training and development programme.
6) Evaluate the effectiveness of training and development.
Literature Review:

 Qatar National Bank concludes Executive Development Program in

cooperation with global Corporate Education consultants

Qatar: Sunday, February 28 – 2010

According to this study as part of efforts to enhance human capital advancement

programs and ensure the overall development of executive talent resource, Qatar
National Bank (QNB) has concluded an intensive Executive Development Program
(EDP) designed for the executive management. The closed-doors sessions were
held offsite for making one of the most intensive executive leadership programs
hosted by QNB Group.. The Executive Development Program covered wide-
ranging managerial activities from leadership competencies to strategic positioning
and visioning to help support the Bank's long-term strategic goals. An integral
aspect of the Executive Development Program is succession planning which covers
operational risk management, understanding and aligning with the group's strategic
plans and developing the core competencies of individuals, in addition to attracting
and, more significantly, retaining Qatari talent in an ever changing and competitive
marketplace. The Bank also has numerous staff development programs designed
for its employees such as the induction program "Lighting the torch" and
specialized training provided to staff at every level and functional area. QNB's
succession plans identifies employee diversity in interpersonal and operational
skills, resulting in individual development plans, coaching and mentoring to ensure
rewarding career development opportunities.

 The best executive development programme: ( Phoenix Delray )

Submitted 15th sep 2010

According to this study first of all they define the feature of great executives are:

• Leadership quality

• ability to delegate different strategies

 • ability to examine market trends

• creative

• co-operative

This skills are boost up when executive development programme held in an

organisation. Executive development programs will teaches a great leader should
have a disciplined approach to leadership and management that is focused on the
business financial performance. This type of training will also teach you that a
great executive will combine this approach with a feel for the market as well as the
businesses sources of competitive advantages. This will help in surrounding your
entire business with executives who have the training and knowledge to become
skillful in decision-making and problem solving.

Most of the time leaders like to surround themselves with individuals who have this
type of training along with years of experience to keep everyone on the same page,
and when problems or situations arise, the team of executives that employees are
working with will have an idea on what to do, and coincide with their decisions
also. If they looking for this type of program for business then organisation should
provide a E-learning to them by this they can develop themselves and as well as it
puts some value to the organisation.

 global executive development:

Date: 17th dec 2007.

The cost of failure is high for both the company and the employee. Most companies
estimate international assignments cost at least three times base salary. The
DuPont study shows that when problems occur, failure is rarely due to technical
incompetence but is more likely to be the inability of members of the employee's
immediate family to adjust to the new environment and culture. Family problems
that can be coped with in a benign home country environment are magnified in the
glare of the expatriate world where people have to try and cope without the prop of
the wider family and other familiar support mechanisms. This is often made worse
by the pressure not to lose face or the fear of any damage to the employee's career.
As a result, those progressive companies who think strategically are increasingly
taking more care over the whole process and using services of organisations.
This problem can be avoided by following ways:
1. Acknowledge that family issues are crucial to the success of the assignment.

2. Recognized that today's expatriates are no longer the traditional pattern of

male, white and one income families and implement policies and procedures
to accommodate these changes. Increasingly expatriates are women,
minority groups, and dual career couples, often with children from more than
one marriage.

 Executive development; Assuaging uncertainties through joining a

leadership academy: David Preece Farnborough: 2009

According to this article there is two objectives that are to review and make
visible the uncertainties experienced by a group of chief executives (CEs)
participating in a leadership development (LD) programme, and, in particular, to
evaluate how effective the latter is at assuaging these uncertainties. This is all about
to review some uncertainties experienced by a group of CEs, and how they are
assuaged through their participation in an executive development (ED) programme.

Assuaging skills and knowledge uncertainties through ED: Many executives are
recently-promoted or appointed into unfamiliar, difficult and challenging tasks.
[20] Garrett (1991, p. 12) refers to the tensions and "nagging feelings and lack of
knowledge. In our conception, ED involves the development of executives'
knowledge, skills, attributes and experience to enhance the performance. Most
evaluation studies have been based on interviews or surveys with the professionals
responsible for those activities. this overall level of dissatisfaction with in-company
MD, it is perhaps not surprising that much development was undertaken by
respondents on their own initiative, outside employer provision, making use of a
wide range of learning methods and displaying a willingness to make considerable
personal investments in their own time, at their own expense. There was a demand
for further development to be formally recognized in order to promote
"portability". External courses and experiential learning were rated more highly
than internal courses provided by the organization and this is concluded that by
executive development programme the organisaton can rid from the entire problem.
So every organization should do this to develop their employees.

 Leader-as-Teacher: A Model for Executive Development Success

Robin B Hollis. Organization Development Journal. Chesterland: Summer
2007

According to Global Organizational Leadership Development, curriculum includes

a course focusing on the financials taught by higher authority and it directly
include:

o Creating Excellent Customer Service

o Successful Decision Making
o Public Relations/Mastering the Media
o Succeeding as an Ethical Company
o Strategic Thinking
o Planning and Executing
o Leadership Series

 Managing Executive Performance: A Refreshing Alternative:

Kenny Moore. The Journal for Quality and Participation. Cincinnati: Spring
2007

This article is all about the how to improve the performance of an executives and it
used the techniques of 360-degree appraisal feedback with executives. They do not
like it. Through a stroke of luck, they discovered a more viable alternative: they
now reads them their horoscopes and then also does not yet have statistical data to
document it as a business best practice, but it seems to work. And employees may
be in good company: Nancy Reagan used it to help run the White House when
things were dismal for Ron. They think people may have lost the ancient art of the
human touch in their serious work of executive development. Another ancient
piece to this puzzle of development is the aspect of mystery in the human journey.
Some things just cannot be defined, chartered, or proscribed. The unfolding of the
human spirit is sacred. It is a process you seldom fully know, are often unable to
quantify, and are rarely in a position to manage.

REFERENCES:

• http://www.ameinfo.com/225292.html
• http://www.mzonearticles.com/Art/36157/24/The-Best-Executive-
Development-Programs.html
• http://www.suite101.com/content/executive-development-programs---
outdoor-team-building-training-a222376)
• http://www.articlesbase.com/international-business-articles/global-
executive-development-284051.html
• http://proquest.umi.com/pqdweb?
index=10&did=1266206851&SrchMode=1&sid=1&Fmt=4&VInst=PROD&
VType=PQD&RQT=309&VName=PQD&TS=1285684447&clientId=1298
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