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几年以前,北美第八家最大银行加拿大帝国商业银行决定建立一个领导培训中心以培训本系统的经理人员。该中心占地100英亩,离该银行在多伦多的总部仅45分钟路程。当该银行总裁阿尔·弗洛德批准这项计划时,他要求该银行人力资源部主任米歇尔·达林和负责主持这个培训中心的休伯特·森特——昂奇要确保培训工作卓有成效。达林和森特——昂奇为使培训工作有的放矢,在该银行内部搞了一次别开生面的调查。森特——昂奇逐一会见了本系统中27位最资深的总经理和行政主管。他向他们每个人提出了5个开放性的问题:在目前的商务环境中哪些因素对本银行领导者最有影响?要想取得更大成功,本银行需要作什么样的改变?本银行还需要建立什么样的组织能力?
A few years ago, Imperial Bank of Canada, the eighth largest bank in North America, decided to establish a leadership training center to train managers of the system. The 100-acre center is only 45 minutes from the bank’s headquarters in Toronto. When the bank’s president, Alf Floyd, approved the plan, he demanded that Michel Darling, director of human resources at the bank, and Hubert Centret-Angchic, who runs the training center, ensure that training fruitful. Darling and Center-Angchic conducted an eye-opening investigation of the training within the bank. Vincent - Angech met one by one the 27 most senior general manager and executive in this system. He asked each of them five open questions: What factors have the most impact on the bank leader in the current business environment? What changes will the bank need for greater success? The bank also needs What kind of organizational capacity to establish?