In today business environment, CEO position is one of the most critical roles within any organization. Whilst fews CEO have driven their business to successful, some other have made their company to the brink of bankruptcy. Therefore, who can become a CEO is big question not easily to answer for both of candidates and human director who is the person are allowed to select?. One of the dilemmas facing any organization is whether choose to the person who have the qualities but not old enough to become a CEO. This dilemma is the focus of Jeffreyf Pfeffer’s case study, ' Can Nice Guys Finish First? '(2011).
In this case study ‘Can Nice Guy Finish First ’ Pfeffer focuses on Adam’s issue main character who highly desirable to be become a CEO of latest venture hotel chains. However, he was strongly rejected by his boss, Merwyn who say that despite of having excellent potential such as smart, loyal and present, Adam not only not old enough, but also lack of experience in leadership. These essential factors to become a CEO. Also, the author points out that although Adam did not persuaded by decision of the boss, his was so confused and felt himself several deficiencies. Unlike Adam thinks about himself, Sarah who is Kaleeb’s wife insists that Adam possess great qualities to become CEO. In contrast, according to the author, he states that she be got angry by Merwyn’s decision. So, she advises Adam should pressure his boss again to take CEO position. As a result, Adam decided to come back in order to talk with his manager about hotel deal. Nevertheless, nothing could convince Merwyn change his mind. The main characters now need to decide relate to his future. In other words, he needs to decide whether should him ask Merwyn to make him CEO ...
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...m convinced by Goldsmith’s argument. He makes a number of good points such as indicate three obstacles facing of Adam as well as qualities of leaders are passions, skills and boss’s backing, C.Kesler make me strongly believe in personal power. These knowledges could be essential and indispensable to Adam as a CEO. Most importantly, having learned the lesson from celebrity CEO. For instance, Steve Job who was co-founded, chairman and CEO of Apple Inc, despite experiencing many failures, he never gave up. As a result, Apple Inc has very successful these days. Through this, I would advise Adam believes in a truth that he can do it. Alternatively, he should be patient to continue work at current position to show off his talent in order to persuade his boss. If Merwyn cannot change his perspective about Adam, he should find an another place to look for new experiences.
"First, Break All the Rules: What the World's Greatest Managers Do Differently” was written by Marcus Buckingham and Court Coffman. It’s based on in-depth interviews by the Gallup organization of over 80,000 managers in over 400 companies to help managers as well as talented employees who have the potential and plan on eventually becoming great managers. The book is mainly branched into "four keys" that are vital to proclaim the potential and perplexity of human resource development in organizations of all sizes. These keys consider the capacity of a manager to select the optimum personnel based on talents, results, strengths, and fit. It’s an excellent book that turns the conventional wisdom about managing people upside down and provides great insight on how to assess the performance of an organization in general.
Conversely, we see Jim Taylor, a CEO, with obvious wealth, power and control (Smith, director, 2015). Jim’s position as CEO is understandably extremely stressful, but he is empowered to make decisions and has control and access to a substantial amount of resources. Like Corey, Jim also has high demands, however Jim has high control, which makes all the difference (Smith, director,
While the scenario is presented as a fictional work, it may well be that this occurs on a daily basis. The conclusions here are based on observations and cultural views. There are many other factors that can be used to determine who should succeed a CEO that is retiring. Some of the items that might be considered are if a style change is needed or the persons experience.
CVS CEO Larry Merlo demonstrates the transformational style of leadership. Transformational leaders like Mr. Merlo employs the kind of leadership that motivates employees to invest their energy into strategies ( Kouzes & Posner, 2007). His leadership philosophy and behavior aligns with the description and definition of a transformational leader. According to Kouzes and Posner (2007) , transformational leadership occurs when in the process of interaction, individuals raise one another to higher levels of motivation and morality (Kouzes & Posner, 2007). Their goal, which might have started as distinct and separate, but related, become fused (Kouzes & Posner, 2007). When individuals are part of an entity that raises them to higher levels
In 2014, JB Hi-Fi announced the retirement of their CEO Terry Smart. He had been with the company for more than 14 years. In an interview with Smart Company, Smart explained the process for hiring his successor. Smart (2014) stated that succession planning is not something that can be done overnight, it’s a long-term process and it’s part of the board’s role. When JB Hi-Fi promoted Richard Murray to CEO it was because of his extensive experience, knowledge, skills and contribution to the organisation over 11 years (Keating 2014). This example of JB Hi-Fi’s succession planning not only demonstrates their diligence in following their charter but also the emphasis placed on laying the right
Everyone has the tendency to think or act immaturely when something does not happen the way they wanted it to. How people behave and develop in such situations can uncover hidden sides and the true inner self of their character. The changes that occur to them through conflict can depict how mature they really are. Nazneen Sadiq’s story “Shonar Arches” shows the impact on a character’s maturity as a result of the main conflict. The happy resolution of Amit’s conflict shows how through time, even a rude little boy can mature into becoming a gentleman.
Critical thinkers are the strongest people in the world—not only are they able to form their own opinions, but these individuals are also versatile enough to listen to their counsel for the best advice. They have learned when to be flexible and when to be stubborn—and they’ve realized who’s a snake in the grass and who deserves paramount respect. To live happily ever after, or even just to survive, a person must learn from the best. Leaders are no exception to the rule. Whether they come from a royal family, are spontaneously appointed, or are the only ones around and therefore lead by default, leaders must detect and discern the truth, using all of the empirical experience and intuitive senses that mankind has had bestowed upon them. In addition to all their duties, a good leader must be a critical thinker. Simply put, a leader’s ability to listen to another opinion speaks volumes about their character. In John Milton’s Paradise Lost, Margaret Cavendish’s Blazing World, and William Shakespeare’s tragedies of Othello and Hamlet, Prince of Denmark, there are a tremendous variety of leaders and counselors who all have different circumstances, yet all may be analyzed through twos common themes: The measures of innocence verses experience and passion verses reason in leadership positions. Some of the leaders that will be in focus don’t always play the part. Some aren’t always so innocent. But if we look at how characters with leadership roles treat their counsel—whether those advisors are family, friends, lovers or superiors—we will not simply learn more about the literature we study, but we may apply what we learn to o...
There are many books in market which will help you in your work and personal life, but very few of them will hold your interest and are so easy to read and comprehend. This book is for every one irrespective of the field of work, interests, age group. The following review will explain the key moments of the tale and how they relate to our lives.
Management is the strategic operation of any organization whether for profit or non-profit. The ideology of an organization is to sufficiently meet the objectives of the company, and if possible, set a remarkable standard in the market place. It is argued that, “the search for new information is a human capability, organization systems, processes, and incentives are encourage-able mechanisms; however, it is the manager and not the organization’s responsibility to be innovative” (Qiang, Maggitti, et al, 2013, pg. 894). The development and expansion of creditable managers points to individuals who are aware of the organization needs in reference to acquisitions, new products, interest to stake holders, and maximizing company profits. To achieve the desired outcome of these objectives, companies employ what is fundamental in catalyzing these goals; the necessity of a business plan. An organization is an entity in and of itself, henceforth, it strives to become reputable, to its employees, desiring credibility among its competitors, and customers. A good beginning for any company is to always have a unified interest in its objectives and customers satisfaction. Augmenting to this argument, is the responsibility of every company to be ethical in its operations, and contribute through social responsibilities to its environment. Henceforth, it is with consideration that the following criteria is implemented for effective management.
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
In a classroom where Jack Welch has appeared more than 250 times in the past seventeen years to engage some 15,000 GE managers and executives, something extraordinary happens. The legendary chairman of GE, the take-no-prisoners tough guy who gets results at any cost, becomes human. His slight stutter, a handicap that has bedeviled him since childhood, makes him oddly vulnerable. The students see all of Jack here: the management theorist, strategic thinker, business teacher, and corporate icon who made it to the top despite his working-class background. The fact is no one leaves the room untouched. If leadership is an art, then surely Mr. Welch has proved himself a master painter. Few have personified corporate leadership more dramatically. Fewer still have so consistently delivered on the results of that leadership. For 17 years, while big companies and their chieftains have come and gone, Welch has led GE to one revenue and earnings record after another. What can be inferred from this case study is the fact that Jack Welch does it through sheer force of personality, coupled with an unbridled passion for winning the game of business and a keen attention to details many chieftains would simply overlook. He does it because he encourages near-brutal candor in the meetings he holds to guide the company through each work year. And he does it because, above all else, he’s a fierce believer in the power of his people.
Good to Great: Responding to Change. I think that Jim Collins' book is essential for future entrepreneurs, managers, and leaders in the Philippines. The tips given by the author are useful in the dynamic, ever-changing, and constantly fluctuating business environment of the Philippines. Jim Collins described the kind of leader who can address these changes as a Level 5 leader "a paradoxical blend of personal humility and professional will." The Level 5 leader is not the "corporate savior" or "turnaround expert". Most of the CEOs of the Good To Great companies as they made the transition were company insiders. They were more concerned about what they could "build, create and contribute" than what they could "get - fame, fortune, adulation, power, whatever". No Ken Lay of Enron or Carly Fiorina of HP, the larger-than-life CEO, led a Good To Great company. This kind of executive is "concerned more with their own reputation for personal greatness" than they are with "setting the company up for success in the next generation". Transformations from Good to Great start when a company finds a CEO who is humble but iron-willed, and who is ambitious for the company, not necessarily for himself or herself.
In chapter eleven case study, we were asked, What special qualities of Steve Jobs seem to have contributed to his leadership success as Apple’s CEO? We think Steve Jobs was a successful leader because he was imaginative; passionate about his job, he had the ability to push employees to create new things, had confidence, and believed
CEO Johnston also has plans to bolster the company’s leadership with the best minds available and also use motivational techniques to invigorate his employees. These ideas show the character of the CEO in enhancing productivity from his work force.
In my opinion, there are some managerial roles that a manager needs to follow to become successful in the company. Depending on organizations these managerial roles changes and to be successful in business, every organization must assign right person for managerial roles. Finding a right person to a particular managerial role is really hard to do but there is another factor that we can consider here, which is the managerial skills. Managerial skills help a person to perform the managerial roles effectively. So by evaluating a person’s managerial skills we can identify whether he is suitable for particular managerial job or not. There is a company called Tata group, which is one of India’s biggest company, follows certain procedures which is called the Tata way, for dealing managers which includes hiring, training and assigning efficiently and effectively. This is reason why managerial job in the Tata group became my favorite job. This paper examines how this unique procedure for dealing managers make the Tata group successive and how can the study of organizational behavior help to replicate it and maybe even improve it.