219 research outputs found
The freshmen assessment: ensuring that your incoming executive talent quickly makes the grade
No full textPurposeThe purpose of this paper is to improve the transition process for key senior executives.Design/methodology/approachThe paper is based on over 25 years of observations regarding effective and ineffective executive transitions.FindingsThe author identifies five critical components of successful executive transition: surface and eliminate false assumptions; appoint a transition coordinator; develop a transition plan with the new executive; develop a transition plan with the executive team; and review the plan and metrics with all stakeholders while making any changes needed. The author also points out important transition milestones to be observed in a successful transition; The new executive should assess and choose his team, assess the new organization, articulate a vision for the future and establish open, two‐way communications.Originality/valueThis paper is of value to C‐level executives responsible for hiring staff, senior HR staff and new executives.</jats:sec
Strategic Supply Chain Management: The Executive Role
No full textThe supply chain is at the heart of every successful business organization's decision-making process. This textbook explains how to create a winning supply chain management strategy by spotlighting how senior executives in European and US companies have turned their supply chains into strategic weapons designed to convert threats, risks and outside pressures into competitive advantages. Strategic Supply Chain Management contains twenty real-world cases, all of which have been field researched by a top author team and tested out in the classroom. Each case adopts an executive leadership perspective to illuminate the real dilemmas faced by managers. The authors draw on their extensive classroom and industry experience to ensure that the writing style is geared towards an executive education readership. This elite case package will provide a complete teaching resource and authentic learning experience for MBA and executive education classes in Supply Chain Management throughout the world.TO
Adapting to a new role: a study designed to help senior managers adapt to new positions after organisation restructuring
No full textThe work on which this thesis is based, studies the implementation phase of the total organisation restructure of the National Health Service in 1974 as experienced by a large group of Senior Pharmaceutical Managers who found it difficult to establish themselves in their new positions. The study starts in 1976 and researches to identify the nature and cause of the difficulties facing the managers. It is concluded that the probable cause is rooted in the sudden destruction of mechanisms developed before 1974 to assist new managers establish themselves in their positions. A solution is designed and tested before being implemented with the Senior Pharmaceutical Managers, By 1977 it had become clear that a similar situation faced other large groups of Senior Managers belonging to the Nursing and Works professions of the Health Service. As a result the project and study is continued to help these two other professions and with apparent equal success until 1985.A number of objectives are met during this study. A system is developed for facilitating role identification and implementation during a period of organisation restructuring as a means to help new managers adapt and become established in equally new positions. In addition this project is an example of the use of collaboration as a method to assist large numbers of senior managers belonging to Health Service professions meet radically new demands of role
The euro at ten: the next global currency?
No full textOver the first ten years of its existence, the euro has proved to be more than a powerful symbol of collective identity. It has provided price stability to previously inflation-prone countries; it has offered a shelter against currency crises; and it has by and large been conducive to budgetary discipline. The eurozone has attracted five new members in addition to the initial eleven, and many countries in Europe wish to adopt it. The euro has also been successful internationally. Even though research presented in this volume confirms that it has not rivaled the dollar's world currency status, it has certainly become a strong regional currency in Europe and the Mediterranean region. Some countries in the region have de facto adopted it, several peg to it, and many have become at least partially euroized.
However, the euro's impressive first decade is likely to be followed by a much more difficult period. The present financial crisis is posing at least two important challenges: real economic adjustment within the euro area and maintenance of fiscal and financial stability without a central government authority capable of taking appropriate financial and fiscal decisions in difficult times.
This book is the product of a joint conference held in 2008 by the Peterson Institute for International Economics and Bruegel. It is edited by Bruegel Director Jean Pisani-Ferry and then-PIEE Deputy Director and current Bruegel board member Adam Posen. The papers and remarks in this volume demonstrate that the euro has proved to be attractive as a fair weather currency for countries and investors well beyond its borders. But it remains to be seen whether it is equipped to also succeed as a stormy weather currency.
Contributors: JoaquÃn Almunia, Maria Celina Arraes, Leszek Balcerowicz, C. Fred Bergsten, Lorenzo Bini Smaghi, Kristin J. Forbes, Linda S. Goldberg, C. Randall Henning, Mohsin S. Khan, Antonio de Lecea, Erkki Liikanen, Philippe Martin, Thomas Mayer, André Sapir, Dominique Strauss-Kahn, Lawrence H. Summers, and György Szapáry.
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An investigation into the existence of white leadership prototypicality in the Department for Work and Pensions: an ethnic minority perspective
No full textThis document sets out to examine the experiences of twenty ethnic minority managers in SEO to SCS grades in the Department for Work and Pensions in order to enhance the understanding of why there is a relative scarcity of senior and executive ethnic minority managers in the largest government department in the United Kingdom. In particular, the research examines how homosocial reproduction and the effect of social closure can limit the promotion opportunities for ethnic minorities in this organisation
Lead at Any Level
No full textThis presentation discusses the key leadership imperatives and leadership lessons learned in combat, which transfer to the corporate sector
•Keywords: leadership, team building, strategy, talent management, ethics, Christian leadership, combat, special operations, project management, employee retention, recruiting, planning, and risk management
• Author, Will Gunzelman: retired U.S. Army Special Forces (“Green Berets”) after 27 years of service and numerous combat deployments. – Adjunct professor of Business Strategy and Policy – Strategy, leadership, and operations consultant for senior executive
Does public service performance affect top management turnover?
No full textPolitical and organizational theories suggest that the turnover of chief executives and other members of senior management teams are likely to be influenced by public service performance. We use a panel data set of 148 English local governments over 4 years to test this proposition. The empirical results show that performance has a negative effect on turnover, but that this effect is weaker for chief executives than for members of their senior management teams. In addition, top team turnover is higher in the years following a chief executive succession. The evidence suggests that chief executives can influence top team turnover by attributing responsibility for poor organizational performance to other senior managers. © The Author 2010. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved
Staffing trends and organizational effectiveness in international non-governmental organizations : a multiple case study in Tanzania
No full textThe purpose of this study was to discover staffing trends and organizational effectiveness in International Non-governmental Organizations in Tanzania. The author was interested to know how the International Non-governmental Organizations, having significant role in promoting development and democracy in Tanzania, recruit and staff their Chief Executive Officers and senior managers, their role in promoting organizational effectiveness and how these organizations evaluate their organizational effectiveness. The author utilized qualitative research methodology and a multiple case study research design for this study. The qualitative research data consisted of sixteen semi-structured, in-depth interviews with Chief Executive Officers/Country Directors and senior managers of four selected International Non-governmental Organizations in Tanzania. Secondary data was collected from document analysis and observations. The four purposefully selected International Non-Governmental Organizations were Action on Disability and Development (ADD), Concern Worldwide, Oxfam Tanzania and Pact International. The study found that International Non-governmental Organizations achieved organizational effectiveness by recruiting and appointing qualified Chief Executive Officers and senior managers with adequate work experience in Africa, who possess a certain level of social and intellectual capital. Larger International Non-governmental Organizations preferred to train and develop higher level managers from within. There are also no unanimous methods of assessing organizational effectiveness in these organizations. The study presents some theoretical and management implications for International Non-governmental organizations. These include: (a) that recruiting qualified and experienced Chief Executive Officers and senior managers, who can motivate their staff and lead them by personal example will result in better organizational effectiveness; (b) that developing social capital, intellectual capital and networking with organizations with similar philosophies are crucial for organizational effectiveness; (c) that creating a culture of team work, mutual respect among staff, sharing knowledge and recognizing and rewarding outstanding individual performance will contribute to better organizational effectiveness.The purpose of this study was to discover staffing trends and organizational effectiveness in International Non-governmental Organizations in Tanzania. The author was interested to know how the International Non-governmental Organizations, having significant role in promoting development and democracy in Tanzania, recruit and staff their Chief Executive Officers and senior managers, their role in promoting organizational effectiveness and how these organizations evaluate their organizational effectiveness. The author utilized qualitative research methodology and a multiple case study research design for this study. The qualitative research data consisted of sixteen semi-structured, in-depth interviews with Chief Executive Officers/Country Directors and senior managers of four selected International Non-governmental Organizations in Tanzania. Secondary data was collected from document analysis and observations. The four purposefully selected International Non-Governmental Organizations were Action on Disability and Development (ADD), Concern Worldwide, Oxfam Tanzania and Pact International. The study found that International Non-governmental Organizations achieved organizational effectiveness by recruiting and appointing qualified Chief Executive Officers and senior managers with adequate work experience in Africa, who possess a certain level of social and intellectual capital. Larger International Non-governmental Organizations preferred to train and develop higher level managers from within. There are also no unanimous methods of assessing organizational effectiveness in these organizations. The study presents some theoretical and management implications for International Non-governmental organizations. These include: (a) that recruiting qualified and experienced Chief Executive Officers and senior managers, who can motivate their staff and lead them by personal example will result in better organizational effectiveness; (b) that developing social capital, intellectual capital and networking with organizations with similar philosophies are crucial for organizational effectiveness; (c) that creating a culture of team work, mutual respect among staff, sharing knowledge and recognizing and rewarding outstanding individual performance will contribute to better organizational effectiveness
Teaching managers: Learning, research and workplace practice
No full textThis is the author's PDF version of an article published in Journal of Management Development ©2010. The definitive version is available at www.emeraldinsight.com.This article explores the way in which professional management programmes are informed by research and workplace practice. The focus is on the areas of motivation, appraisal and the management of change. A longitudinal study using a mixed methods approach was used. Middle and senior managers engaged on professional management programmes were surveyed on workplace practice. Literature reviewed included syllabus guidelines from professional bodies and selected core textbooks. A content analysis revealed that there was a lack of congruence between what is taught to managers and workplace practice. However, research was found to have an impact on teaching and indirectly it influenced individual beliefs if not organisational practice. Conclusions indicate that professional management programmes are still failing to bridge the gap between syllabus content current research and workplace practice. There is little to show that the needs of Business are being satisfied compared to successful models embedded in other professions
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