Executive Development Programs Research Articles

Business simulation fuels executive development

Purpose – The purpose of this paper was to highlight the key role of business simulations in executive development. Design/methodology/approach – Details how an international energy corporation teamed up with a strategy-implementation firm on a program to develop senior executives. Provides statistics from a report that explores the relationship between business acumen and strategy execution. Findings – Reveals that business simulation is growing as a training approach in relation to traditional methods of expert-led lectures and on-the-job experience. Practical implications – Describes the various simulation processes that the aspiring senior managers at the energy firm went through in the process of preparing them for top jobs in the company. Reveals that the program enabled participants to think more strategically, broadened their enterprise perspectives, built financial acumen and provided an external focus and understanding of geopolitical decisions, competitive dynamics and customer and investor expectations. Social implications – Highlights changes in company’s attitudes to executive development, with greater concentration on business simulations. Originality/value – Provides the inside story of an executive-development program customized to business and strategic priorities.

POMS Initiatives for Promoting Practice‐Driven Research and Research‐Influenced Practice

The Production and Operations Management Society (POMS) and Production and Operations Management ( POM) have developed new initiatives with these objectives: (1) to disseminate managerial insights of articles published in POM to practitioners, MBA students, and participants in executive development programs; (2) to solicit descriptions of current and emerging problems from practitioners and share them with academics; and (3) to recognize academic research based on direct work with practitioners.

Linking research and practice in the business world

Purpose – Provides an interview with Peter Chadwick, co-founder and chief executive of Ideas for Leaders Findings – Discusses the gap between academia and practice in business, and how to address this. Practical implications – Outlines the benefits of such channels as Ideas for Leaders for disseminating academic research amongst the business community. Originality/value – Draws on Chadwick's experience working with business schools and executive development programs, as well as his publishing background, to give an overview of the current situation, and suggest possible remedies.

Measuring the impact of executive development at Standard Chartered Bank

Purpose – This exploratory case study evaluates the impact of an executive development program at Standard Chartered Bank, and identifies the contribution of the different program phases to its impact. Design/methodology/approach – A holistic evaluation framework was designed, based on a mixed-method research approach. It involves extensive data collection and application of multiple analysis techniques incorporating quantitative, qualitative and blended approaches. Findings – The program has a positive impact, with many objectives transforming into outcomes. The core program is the main contributor to outcome delivery. Improvements to the pre and post program phases could increase effectiveness and recommendations have been made to achieve this. Practical implications – The findings have direct practical implications for organizations, as they show critical success factors and specific areas for consideration in maximizing leadership program effectiveness. Originality/value – The case study uses a holistic evaluation framework to evaluate executive development program impact. This approach enables capturing of the dynamic of transforming objectives into outcomes, and gives a comprehensive view of which areas to enhance.

Marketing brand Aava: not as simple as water

Subject area The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy. Study level/applicability This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy. Case overview The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands. Expected learning outcomes The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

On the institutionalisation of trust research and practice: Heaven awaits!

In this Commentary, I review the progress made by trust scholars toward institutionalising trust research and practice, and also where progress has lagged. I compare the institutionalisation of the trust field to institutionalisation in the leadership, and negotiation & conflict management, fields. I consider factors such as the scale and scope of existing research, recognised relevance to practice, dedicated journals, practitioner and researcher books, established pedagogies, integration of trust into organizational interventions, executive development programmes, and postgraduate and undergraduate business curricula, dedicated Chairs and conferences, established conceptualisations and measures of trust, etc. I conclude that while we have made admirable progress in studying trust as a scientific construct, we have made insufficient progress in applying trust research to practice and teaching, and trust has not yet gained the recognition it needs and deserves in our universities, businesses, governments, and NGOs. I conclude with the hope that academic research on trust continues with the same vigour it has to date, but also that some trust researchers will shift more of their time, effort and resources to trust-related research translations and practice.

An empirical study into the impact of the executive development programme on individual level within a paramilitary organisation in South Africa

The objective of this research study was to determine the impact that the Executive Development Programme (EDP) had on employees of a paramilitary organisation in South Africa, who had successfully completed the programme. A stratified sample was used from the Limpopo, Eastern Cape and Northern Cape provinces. A random sample was used for the Head Office Divisions. The participants were divided into groups, namely those who had successfully completed the EDP (n = 45) and a control group (n = 30). Questionnaires with a factorial approach and acceptable psychometric properties were used. The factors best defining executive capacity were extracted from the candidate questionnaire relating to organisation, intra- and interpersonal aspects. Similar factors were extracted from the supervisor and sub-ordinate questionnaires, with additional aspects namely management portfolios and functions. The results revealed that the EDP had a positive impact on individual level. Statistical and practical significant differences were also determined between groups, and recommendations were made accordingly. Key words: Executive development programme, interpersonal leadership qualities, intrapersonal leadership qualities, management development, organisational leadership qualities.

Higher-Performance Executives: Bringing Executive Development Programs Into Balance

Executive development programs teach various skills deemed important in future leaders and help shape future leadership and its performance. However, they are often excessively focused on competencies required for dealing with internal issues and relationships. They do a much less admirable job preparing future executives for the unique skills required in competing. This article proposes a human performance technique—a virtual competition simulation known as business war gaming-that can have superior results in this domain.

Managerial Skills Development of Selected Private Institutions of Higher Learning in Batangas, Philippines

Abstract - Institutions of higher learning face a new situation on higher education. It holds some novel threats and presents some fresh opportunities. Given the uncertainty of the future, collage and university administrators cannot allow their organizations to drift. This study assessed the managerial skills development of the administrators of the five (5) well-established private institutions of higher learning in Batangas, Philippines. A combination of descriptive-purposive research design and survey method was used to determine the managerial dimensions exhibited by the administrators. Mean, Likert Scale, Analysis of Variance (ANOVA), Pearson Product Moment Correlation Coefficient and and Bivariate Correlation were used. There is no significant difference in the assessment of the three groups of respondents in terms of communication skills and solving problems effectively. However, there is a significant difference in terms of self leadership, managing the task effectively, managing the people effectively, and managing interpersonal relations effectively. There is a very high significant relationship among all the managerial skills dimensions required of the institution administrators using the same managerial dimensions. The managerial skills of the administrators have to be enhanced to improve the quality of people in the institution. The Proposed Executive Development Program and Training Model are strongly recommended. Keywords – managerial skills, institution of higher learning, private institutions, education

Developing an Organizational Perspective to Management Accounting

B eing asked to make a short speech as part of accepting the award inevitably leads to some introspection and reflection on major factors that have influenced one’s career, be they events or individuals. Past recipients of the award have been very influential in putting management accounting on the map. Some have been instrumental in developing the way we think about management accounting and teach the subject; some have developed important perspectives such as information economics, combining economics with psychology, the importance of national culture, activity-based cost management, and balanced scorecards. The way these recipients developed their thoughts is well told in their acceptance speeches and collectively provides a wealth of ideas and a historical perspective on the development of our discipline. I commenced my studies in economics, and I maintain a keen interest in economic approaches to management accounting. However, early in my academic career, I was pressed into considering an organizational approach to management accounting, not because it was an easier option; rather it addressed the world of management accounting within which I found myself. In this address, I will share with you some personal reflections on the process of my discoveries in the area of organizational approaches to management accounting from the mid-1960s. The backdrop to this address is that research is something of a growth model. Stage 1: starting from a baseline of skills and knowledge gained at undergraduate studies; stage 2: progressing through refinement of skills with more graduate study; and stage 3: consolidating through work toward publications and other academic outputs. Stages 1 and 2 are somewhat planned and incremental, while stage 3 is more often associated with less ordered processes, often stumbling across potential research areas by way of reading and personal interactions. Research projects can be focused around existing ideas, sometimes being somewhat formulaic, sometimes highly innovative. Often ideas can be serendipitous and develop in unpredictable ways. The key is to recognize when there is a management accounting angle that will relate to an important organizational or social issue.

The Indian television broadcasting industry 2012

Subject area Business strategy and industrial economics. Study level/applicability This case may be used early on in a basic course on strategy in an MBA program or in a course in industrial economics. It can also be used in a session of an executive development program on strategy. Case overview The TV Broadcasting industry, worldwide, has been moulded by frequent changes in technology and by regulatory interventions. So has been the case of India. The case begins with a general introduction to the technology of TV broadcasting and distribution and then moves on to a discussion of the technological changes in the Indian context. The evolving structure of the industry in India over three distinct periods is then described. The Industry consists of content producers, broadcasters, aggregators, direct-to-home distributors, multi-system operators and local cable operators. Over the three periods of time, changes in technology and regulation constantly impacted on the structure, the conduct and the performance of players in each segment. Expected learning outcomes The analysis of the case is expected to demonstrate the use of theoretical frameworks like the structure-conduct-performance model and Porter's five-force model in arriving at a prognosis of the structure of an industry in general, and that of the Indian TV broadcasting industry in particular. Supplementary materials Teaching notes are available, please consult your Librarian for access.

Partnering with your leadership development provider: seven worst practices

Purpose – This paper aims to present seven things human resource (HR) leaders are wise to avoid when partnering with their executive education leadership development program providers who have been engaged to design and deliver a custom leadership development program.Design/methodology/approach – This paper is based on numerous years of working with corporations in the design and delivery of custom executive education leadership development programs. More precisely, it is based on experiencing the negative, unintended consequences of mistakes HR leaders sometimes make when sponsoring significant leadership development program endeavors.Findings – The seven worst practices are identified. These include the corporate sponsors' failure to sufficiently contextualize how the programs fit into larger corporate and personal agenda and a failure to embrace the best practices.Practical implications – The field‐based lessons presented here can serve as a cautionary checklist of things to avoid. The seven highlighte...

University Engagement with Professional Clients in the Provision of Executive Development

The paper is presented as a think-piece. It is designed to stimulate discussion and consideration of the pressures and tensions experienced by universities entering the market for the provision of programmes to external public sector clients. The paper draws on the experiences of universities in England and Germany in providing executive development programmes to a range of public sector clients. It looks at the questions raised for academics and universities exploring this market and the benefits for research and impact that could be achieved.

Executive Development Programmes - Requirements and Success Factors

The article deals with the requirements placed on Executive Development Programmes (EDPs) and their success factors. Executives belong to the top and upper management of companies who see the organization as a unit and not the individual function areas in the foreground. EDPs seek qualification that goes beyond the skills of their current activities, they offer practical state-of-the-art training to acquire new techniques, and they benefit from the experience of other participants. Further education institutions have to satisfy the demand for teaching technical, conceptual and social skills in compliance with the requirements of the learning process and type of content. Selection criteria for an alternative training or a specific school are, in general, content, target group and existing own resources. Using a practice-induced model, interdependent success factors of EDPs were identified such as provider quality, experiential learning and internationality, applied approach and environmental conditions.

The Development of Entrepreneurial Leadership: The Role of Human, Social and Institutional Capital

This paper contributes to the literature on entrepreneurial leadership development. Leadership studies are characterized by an increasing emphasis given to an individual leader's social and organizational domain. Within the context of human capital and social capital theory, the paper reflects on the emergence of a social capital theory of leadership development. Using a retrospective, interpretivist research method, the authors present the experience of a cohort of business leaders on an executive development programme to uncover the everydayness of leadership development in practice. Specifically, they explore how entrepreneurial leadership develops as a social process and what the role of social capital is in this. The findings suggest that the enhancement of leaders’ human capital only occurred through their development of social capital. There is not, as extant literature suggests, a clear separation between leader development and leadership development. Further, the analysis implies that the social capital theory of leadership is limited in the context of the entrepreneurial small firm, and the authors propose that it should be expanded to incorporate institutional capital, that is, the formal structures and organizations which enhance the role of social capital and go beyond enriching the human capital stock of individual leaders.

The effectiveness of a live case study approach: Increasing knowledge and understanding of ‘hard’ versus ‘soft’ skills in executive education

This study sought to examine the effectiveness of a live case methodology for individuals engaged in executive development. In particular, the research examined whether ‘hard’ skills such as strategy could be developed by using a case study approach that is traditionally known for improving transferable or ‘soft’ skills. A three-day live case study was undertaken by 19 participants as part of an executive development programme on strategy. Through completion of both pre and post case study questionnaires, change scores on knowledge and understanding of a range of both ‘hard’ (strategy related) and ‘soft’ (transferable skills) skills and confidence to perform these skills effectively was calculated. The results clearly demonstrated that the use of the live case study was an excellent method for improving knowledge and understanding of strategy. However, the more surprising result was that with middle and senior managers on an executive education programme, the live case study did not significantly improve knowledge, understanding or confidence for transferable skills. The findings are discussed in relation to the current literature on the benefits of live cases, and the specific characteristics of the executive development cohort.

The Influence Of Position Tenure On CEO Work Roles

Mintzberg proposed a contingency theory in which he posits that environmental, job, person, and situational variables affect the work of a manager. This study examined an untested proposition of the theory that position tenure, a situational variable, affects the relative importance of CEO work roles. Results suggest there are clear differences in the relative importance of three work roles that can be attributed to position tenure. An evolutionary pattern of work role importance based on CEO tenure also surfaced. Moreover, two recommendations for executive development programs are proffered based on these findings.

Postgraduate certificate in patient safety and clinical risk management

This course has now been discontinued. The course, run by the University of Leeds School of Medicine, is open to all healthcare professionals with an undergraduate degree in a healthcare related discipline, and it is designed to introduce participants to the principles of patient safety and clinical risk management. We were consultants when we took the course; other participants included doctors in training and a pharmacist. One of the authors (HMS) had spent a week on the patient safety officer executive officer development programme at the Institute for Health Improvement in Boston, Massachusetts. Enthused by the content of this programme, she was …

Chief Nursing Officer Executive Development

The roles and responsibilities of nurses are expanding, as they become more involved in administration and leadership within their field. Nurses are taking on executive positions, which have become a crucial part of hospital organizations. With this expansion, an executive development program is necessary to provide nurses with the knowledge and competencies that these executive positions require. Their focus must evolve from singular bedside practice to the greater scope of health care administration. Leadership skills are extremely important, in addition to interpersonal, management, mentoring, and interprofessional skills. A number of nursing associations have worked to develop a set of curricula for nurse executive education, but a consistent and specific set of academic requirements has yet to be agreed upon. With the importance of the chief nursing officer's (CNO) role in the function of a hospital and the requirement of the knowledge of the changing health care system in the United States, it is essential that nurses are provided with proper education and training that will help them become successful nurse executives. Some suggestions include a dual MSN/MBA degree, a PhD in nursing, continuing education institutes, and mentoring programs. However, research must be done to clarify the best way to prepare CNOs for their roles.

Can Bilcare's anti-counterfeiting technologies handle the menace of counterfeit?

Subject area Pharmaceutical marketing, brand protection. Study level/applicability It could be used with the pharmaceutical marketing students and MBA students for analysing counterfeit medicines' menace in developing countries and positioning of a disruptive technology. The case could be used for marketing consultants, Brand managers and executive development programmes to explore issues such as protecting brands through technology, pharmaceutical packaging marketing, competitiveness of counterfeit drugs, global harmonisation. Case overview Against the backdrop of rising menace of counterfeit drugs in developing countries, the case talks in particular about an innovative pharmaceutical packaging company. The company has developed a unique security technology called non-ClonableID™ which can enable products to be authenticated throughout the supply chain, thus protecting brands and preventing misuse. Despite a promising technology, it poses challenges regarding its adoption and commercial success. Expected learning outcomes Counterfeiting as an inevitable result of Globalization has become a global nuisance and has to be dealt at global level. Brand protection could be one of the lowest cost tools for pharmaceutical companies to restore public confidence in their products and themselves. While all methods for anti-counterfeiting are known to have short lives the menace still must be dealt with. For this, companies need to deploy anti-counterfeiting strategies that set up various layers of security. Supplementary materials Teaching note.