Section Onebusiness in that area. Such rotational programs are also widely
used for high-potential or fast-track managerial personnel.^36
Conversely, the disadvantages of such job rotational
approaches include the institutionalization of short-term
perspectives because of frequent changes in assignments as
one is “rotated out,” underdeveloped peer relationships,
reduced loyalty to the organization if rotations are too frequent,
expense when the rotation involves a geographic move, and
personal impact on the employee and family.^37 Other
disadvantages include productivity losses due to the learning
time required after each new job assignment, and the
complications of rotations involving geographic transfers of dual
career families.
Aside from job rotational approaches, other methods of
management development include sending high-level
executives and less senior high-potential managers to executive
development pro-grams at leading universities. Shorter in-
house training programs for less senior managerial personnel
and more junior high-potential managers are quite common.
Use of residential university pro-grams has been found to be
most likely in the financial industry and least likely in services.^38