How One Company Appraises Management Development Programs

ENGINEERS as a group are often criticized because they have been responsible for the development of many technical improvements only to allow the administration of them to pass into the hands of others who may have little understanding of how they operate and little competence in their use. These criticisms are not always justified. There are many engineers who have shown themselves to be great administrators in addition to being great creators or builders, and more and more one sees the engineer demonstrating unusual administrative ability as he moves into the executive ranks. The last five or ten years have seen a new movement developing in this country-a movement brought about through the recognition by business statesmen that successful business administrators and executives just cannot be expected to develop like Topsy, that the management of a company must deliberately take steps to cultivate the proper climate or environment for growth if it wishes to provide an adequate and capable succession of executives in the future. This movement has taken on a number of names-Management Development, Executive Development, Personnel Development-but are these not actually misnomers? Can we develop anybody? In the strictest sense of the word, the author doubts that anyone can change any other person, at least, not much. The change must come from within. Perhaps this movement should be looked at not as a program of developing people but as one of giving people an opportunity to develop themselves. In the Humble Oil & Refining Co. there is an Executive Development Program; maybe it might better be called a Program of Development for Executives.