5 From Know It Alls to Learn It Alls: Executive Development in the Era of Self-Refining Algorithms and Ubiquitous Measurement and Connectedness

2021 ◽  
pp. 153-192
Keyword(s):  
Executive Development

The Oxford Handbook of Lifelong Learning

2011 ◽  
Keyword(s):  
Lifelong Learning ◽  
Cultural Anthropology ◽  
Theory And Practice ◽  
Learning Needs ◽  
Executive Development ◽  
International Perspectives ◽  
Developmental Theories ◽  
Learning Programs ◽  
The Subject ◽  
Vocational Learning

The Oxford Handbook of Lifelong Learning is a comprehensive and interdisciplinary examination of the theory and practice of lifelong learning, encompassing perspectives from human resources development, adult learning, psychology, career and vocational learning, management and executive development, cultural anthropology, the humanities, and gerontology. Individual chapters address the most relevant topics on the subject, including: continuous learning as it relates to technological, economic, and organizational changes; developmental theories and research, models of lifelong learning, and the neurological bases for learning across the lifespan; examples of learning programs, tools, and technologies, with a focus on corporate programs and business education; international perspectives on lifelong learning and learning across cultures; and assessment of learning needs and outcomes.

Spiritual development in executive coaching

2019 ◽  
Vol 38 (10) ◽  
pp. 796-811 ◽  
Author(s):  
Stuart Allen ◽  
Louis W. Fry
Keyword(s):  
Spiritual Development ◽  
Executive Coaching ◽  
Spiritual Needs ◽  
Executive Development ◽  
Leadership Coaching ◽  
Executive Management ◽  
Executive Leaders ◽  
Content Type ◽  
Executive Coaches ◽  
Performance Development

Purpose Spiritual topics emerge in executive leadership coaching. However, the scholarly literature has emphasized the performance development aspects of executive coaching (EC) more than the development of executives’ inner lives, although there is some evidence of practitioners addressing spiritual topics. Executive leaders have spiritual needs and executive coaches may be well positioned to address the intersection of the leaders’ work and spiritual lives, provided coaches observe skill boundaries and the limitations of the coaching context. The purpose of this paper is to discuss the merits of including spiritual development (SDev) in EC and how executive coaches can incorporate it in their practice. Design/methodology/approach EC, SDev and spiritual direction are compared, drawing attention to conflicting and complementary aspects of SDev applied in EC. Organizations’, clients’ and coaches’ likely concerns about such integration are explored and addressed. Suitable contexts, principles, a basic developmental framework and practical steps for executive coaches considering the inclusion of SDev in EC are proposed. Findings The paper provides coaches, consultants, executives and those charged with executive development with a foundational understanding of the role of SDev in EC. Originality/value A framework is provided for professionals involved in executive management development to address executive leaders’ spiritual needs through EC.

The case of motivprints: balancing entrepreneurial instinct with managerial approach

2020 ◽  
Vol 10 (2) ◽  
pp. 1-16
Author(s):  
Kedar Bhatt ◽  
Abhinava S. Singh
Keyword(s):  
Growth Stage ◽  
New Ventures ◽  
Development Program ◽  
Master's Level ◽  
Executive Development ◽  
Content Type ◽  
Academic Level ◽  
Permanent Staff ◽  
Entrepreneurial Activities ◽  
Made In

Learning outcomes After studying this case, the students/participants would be able to: discuss important personality traits of an entrepreneur; understand specific challenges faced by a venture as it moves toward higher growth stage; discuss the importance of strategic planning and managerial style as the ventures move from establishment stage to growth stage. Case overview/synopsis The case is about MotivPrints, a two years old venture, offering custom designing and commercial printing to businesses in Gujarat, India. MotivPrints was established by Himanshu Dhadnekar in 2016 and had 85 SME clients and 35 vendors by 2019. Himanshu, a young entrepreneur had been involved in entrepreneurial activities since his school days and was also involved in a couple of business ventures during his MBA. However, he had been flip-flopping as an employee and entrepreneur, as then. At MotivPrints, he handled key responsibilities of developing client networks, generating business, marketing and managing relationship with vendors. With limited support of a team of freelancer associates, no permanent staff for assistance and lack of funds made it imperative for Himanshu to plan for scaling up his venture for survival and growth. Could he envision MotivPrints as a larger entity? If yes, what changes, mandated by growth, were needed to be made in both – the entrepreneur and the organization? Complexity academic level The case can be discussed in the class of entrepreneurship at the master’s level. It can also be used in the entrepreneurship specialization course in the second year of post-graduation. The case can be also be used for young entrepreneurs in an executive development program focusing on new ventures. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 3 Entrepreneurship.

Small bank, big ambitions

2014 ◽  
Vol 30 (10) ◽  
pp. 1-4
Keyword(s):  
Business Performance ◽  
Best Practice ◽  
Global Financial Crisis ◽  
Management Style ◽  
Collaborative Management ◽  
American Business ◽  
Executive Development ◽  
Content Type ◽  
Start Up ◽  
Privately Owned

Purpose – The purpose of this article is to explain how an extensive program of executive development was used to stimulate a far-reaching change in organizational culture and strengthen business performance. Design/methodology/approach – It presents a case study describing how a privately owned Russian bank worked in partnership with an American business school at their European campus to boost management and leadership skills and create a culture that values teamwork, initiative taking and the free exchange of ideas. Findings – The first branch only opened in 1996, but by 2011, it was the third largest privately owned bank in Russia. But at Promsvyazbank (PSB) they wanted more – to compete on the basis of international best practice. Not such an easy task, after the global financial crisis had brought lending to customers to a halt and – perhaps understandably – taken attention away from executive development. Many banks in many countries faced difficulties following that crisis, including the issues of liquidity and capital limits facing PSB. But there were some extra challenges in their drive for expansion: two banks between them dominated the Russian home market: state-owned Sberbank and multinational Raffeisen, with market shares of 60 per cent and 15 per cent, respectively. It was time to ask what the bank needed to do to move from successful start-up to competitive, maturing organization. Practical implications – It emphasizes the role of leaders in driving and managing change and highlights the importance of a clear strategic focus. Social implications – It shows how the creation of a common culture and the adoption of a collaborative management style can stimulate knowledge sharing and strengthen business performance. Originality/value – It provides an insight into the managerial and cultural challenges executives must address as their successful start-up matures into an organization with ambitions to become the top privately owned bank in Russia.

EXECUTIVE DEVELOPMENT

1990 ◽  
Vol 20 (7) ◽  
pp. 10???11
Author(s):  
Gail A. Wolf
Keyword(s):  
Executive Development

Mcdonald’s versus Vikram Bakshi

2021 ◽  
Vol 11 (4) ◽  
pp. 1-27
Author(s):  
Nitin Pangarkar ◽  
Neetu Yadav
Keyword(s):  
Emerging Markets ◽  
Multinational Corporations ◽  
Service Industry ◽  
Executive Development ◽  
Content Type ◽  
Academic Level ◽  
Quick Service ◽  
Term Performance ◽  
The Impact

Learning outcomes The case illustrates the challenges of managing JVs in emerging markets. specifically, after going through the case, students should be able to: i.Analyze the contexts in which firms need to form JVs and evaluate this need in the context of emerging markets such as India; ii.Understand how multinational corporations can achieve success in emerging markets, specifically the role of strategic (broader than the product) adaptation in success; iii.Evaluate the impact of conflict between partners on the short-term and long-term performance of a JV; and iv.Create alternatives, evaluate each alternative’s pros and cons, and recommend appropriate decisions to address the situation after a JV unravels and the organization is faced with quality and other challenges. Case overview/synopsis McDonald’s, the global giant in the quick service industry, entered India in 1993 and formed two JVs in 1995 one with Vikram Bakshi (Connaught Plaza Restaurants Ltd or CPRL) to own and operate stores in the northern and eastern zones, and another with Amit Jatia (Hardcastle Restaurants Private Limited or HRPL) to own and operate stores in the western and southern zones. Over the next 12 years, both the JVs made steady progress by opening new stores while also achieving better store-level metrics. Though CPRL was ahead of HRPL in terms of the number of stores and total revenues earned in 2008, the year marked the beginning of a long-running dispute between the two partners in CPRL, Bakshi and McDonald’s. Over the next 11 years, Bakshi and McDonald’s tried to block each other, filed court cases against each other and also exchanged recriminations in media. The feud hurt the performance of CPRL, which fell behind HRPL in terms of growth and other metrics. On May 9, 2019, the feuding partners reached an out-of-court settlement under which McDonald’s would buy out Bakshi’s shares in CPRL, thus making CPRL a subsidiary. Robert Hunghanfoo, who had been appointed head of CPRL after Bakshi’s exit, announced a temporary shutdown of McDonald’s stores to take stock of the current situation. He had to make a number of critical decisions that would impact the company’s performance in the long-term. Complexity academic level MBA, Executive MBA and executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Providing a Base for Executive Development at the State Level

1993 ◽  
Vol 22 (2) ◽  
pp. 269-282 ◽  
Author(s):  
Montgomery Van Wart
Keyword(s):  
Special Needs ◽  
Human Resource Development ◽  
Human Resource ◽  
State Government ◽  
State Level ◽  
Resource Development ◽  
The State ◽  
Executive Development ◽  
Human Resource Systems ◽  
Four Levels

Executive development can only be properly conceptualized as a part of the state's overall human resource development (HRD) system. As a part of that system, the special needs and constraints of executive development can be addressed. Some of the best human resource development systems build level by level, with executive development as the logical and integrated conclusion, even though the programs may be housed in a variety of settings. As background, this article discusses the differences in the four levels of HRD, the three major skill areas that are identified with each of these levels, and the four features that characterize good human resource systems. It concentrates on the features that characterize good executive development systems and also includes a number of examples of good executive development systems in the federal and state government sectors.

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