Executive Development Programs - Requirements and Success Factors
The topic of this article is executive development programmes at business schools and other executive education institutes, which in principle are open to all executives and offer no academic qualifications (open, non-degree programmes). As it aims to analyse external training for senior executives, the target group of the paper is executives in senior positions.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Executives as target group of EDPs
- The Market of Executive Education - An Overview
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper analyzes executive development programmes (EDPs) offered by business schools and other executive education institutes, focusing on open, non-degree programmes for senior executives. The objective is to examine the target group of these programmes and explore the market dynamics within the executive education sector.
- Definition and characteristics of senior executives as the target group for EDPs.
- Market trends and cyclical influences affecting executive education program enrollment and funding.
- Types of executive development programmes offered, including in-house, university-based, and customized options.
- Impact of economic downturns on executive education spending.
- Evolution and current state of executive development programmes.
Zusammenfassung der Kapitel (Chapter Summaries)
Introduction: This introductory section establishes the importance of executive development programmes (EDPs) in a dynamic business environment. It highlights the need for managers to continuously adapt to changes driven by technology, globalization, and competition. The author emphasizes that knowledge and skills of managers are critical for sustainable competitive advantage. EDPs are presented as a key tool for enhancing managerial competencies and providing practical, state-of-the-art training, benefiting from peer learning and experience sharing. The focus is narrowed to external training for senior executives at business schools and similar institutions offering open, non-degree programmes.
Executives as target group of EDPs: This chapter delves into the complex issue of defining "executive." The lack of a universally accepted definition is acknowledged, with the author highlighting varying criteria used in personnel management literature. The chapter contrasts Anglo-Saxon distinctions between top, middle, and lower management, noting that the definition of "senior executive" varies based on company size and structure. It draws on various sources to define the target group of EDPs, focusing on individuals already in top management or those poised to assume such positions. The chapter also addresses challenges in applying these definitions to organizations with non-traditional structures, such as those in the software industry or consulting.
The Market of Executive Education - An Overview: This chapter examines the market dynamics within the executive education sector. It challenges the notion that executive education is counter-cyclical, arguing that unlike MBA programs, executive education funding is directly tied to employer budgets, making it vulnerable to economic downturns. Data is presented illustrating a decline in enrollment during periods of economic crisis, such as the 2008 financial crisis. The chapter then offers a contrasting perspective, citing surveys indicating a potential rebound in enrollment and an increase in customized programs. The discussion includes varied perspectives from different business schools and insights into different types of executive education offered in the US and other locations.
Schlüsselwörter (Keywords)
Executive Development Programmes (EDPs), Executive Education, Senior Executives, Management Development, Market Trends, Economic Impact, Training Budgets, Customized Programmes, Open Enrolment Programmes, Global Competitiveness.
FAQ: Executive Development Programmes (EDPs) - A Market Analysis
What is the focus of this paper?
This paper analyzes executive development programs (EDPs) offered by business schools and other executive education institutes, concentrating on open, non-degree programs designed for senior executives. It examines the target group for these programs and explores the market dynamics within the executive education sector.
What are the key themes explored in this paper?
Key themes include defining the characteristics of senior executives as the target group for EDPs; analyzing market trends and cyclical influences on program enrollment and funding; exploring various types of EDPs (in-house, university-based, customized); assessing the impact of economic downturns on executive education spending; and examining the evolution and current state of executive development programs.
How are senior executives defined in this context?
The paper acknowledges the lack of a universally accepted definition of "executive," highlighting variations in criteria used across different organizational contexts and management literature. It discusses the challenges in applying these definitions to organizations with non-traditional structures. The analysis focuses on individuals already in top management or those poised to assume such positions.
Is executive education counter-cyclical?
The paper challenges the notion that executive education is inherently counter-cyclical. It argues that unlike MBA programs, executive education funding is directly linked to employer budgets, making it vulnerable to economic downturns. Evidence is provided showing enrollment declines during economic crises, but also noting potential rebounds and growth in customized programs.
What types of executive development programs are discussed?
The paper discusses various types of executive development programs, including in-house programs, university-based programs, and customized programs tailored to specific organizational needs. The focus is primarily on open enrollment, non-degree programs offered by business schools and similar institutions.
What is the impact of economic downturns on executive education?
The paper highlights that economic downturns significantly impact executive education spending. During periods of economic crisis, enrollment in executive education programs tends to decline as organizations reduce training budgets. However, the paper also acknowledges the potential for a rebound and the increasing popularity of customized programs even during economic uncertainty.
What is the overall objective of the paper?
The primary objective is to provide a comprehensive overview of the market for executive development programs, focusing on the target audience, market dynamics, and the impact of economic factors on program enrollment and funding.
What are the key takeaways from the chapter summaries?
The introduction emphasizes the importance of continuous learning for managers in a dynamic environment. The chapter on executives as a target group discusses the complexities of defining "senior executive." The final chapter analyzes the market dynamics of executive education, including its susceptibility to economic fluctuations and the emergence of customized programs.
- Quote paper
- Ph.D. Tobias Cramer (Author), 2012, Executive Development Programs - Requirements and Success Factors, Munich, GRIN Verlag, https://www.grin.com/document/201158
