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.

Employee training, Continental Cablevision Inc.

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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.

Analysis, Usage, Conferences, meetings and seminars, Information technology, Speeches, lectures and essays, Business creativity, panel discussion, David, Edward E., Jr., Harman, Sidney, Laubach, Gerald D., Vanderslice, Thomas A., Young, Lewis, Diebold Group Inc.

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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.

Case studies, Management, Powers and duties, Assembly-line methods, Assembly lines, Factory management, Middle managers

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