Training the Revolving-Door CEO

Autor/in	Dutton, Gail
Titel	Training the Revolving-Door CEO
Quelle	In: Training, 47 (2010) 6, S.42-43 (2 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0095-5892
Schlagwörter	Organizational Culture; Organizational Change; Organizational Effectiveness; Organizational Objectives; Organizational Theories; Administrative Change; Administrative Policy; Administrator Guides; Leadership Training; Corporate Education; Management Development + Suchen Sie Ihr Suchwort? Unternehmenskultur; Organisationswandel; Unternehmenserfolg; Business goal; Unternehmensziel; Organisationstheorie; Führungslehre
Abstract	The revolving-door CEO is becoming a fixture of American companies, and is likely to remain so for some time. With executive tenure at a mere 2.5 years and a CEO turnover rate that increased 11 percent last year, newly hired executives must hit the ground running if they hope to be effective before moving on to their next jobs. Helping them adjust to their new positions may not be easy, but it is vital to enhancing the competitiveness of the organization. To help these newly-promoted executives land on their feet, American Express, Bristol-Myers, and other firms use executive onboarding programs. This article discusses executive onboarding and how it can serve as a guide to the new corporate culture and explain how a particular organization functions and what it values. (ERIC).
Anmerkungen	Lakewood Media Group. 5353 Knox Avenue South, Minneapolis, MN 55419. Tel: 847-559-7533; Fax: 847-291-4816; Web site: http://www.trainingmag.com
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10