Abstract
This paper gives an in-depth analysis of how the role of Chief Executive Officer expands beyond business management and strategic planning. The paper further examines how the duties of the CEO affect a major facet of a business, its organizational structure. Additionally, the paper explores and highlights the strategic elements of the position and gets a general overview of how a CEO incorporates the organzational culture in their duties.

From the Paper
"The role of a Chief Executive Officer (CEO) expands beyond business management and strategic planning. This paper will examine how the major duties of the CEO affect a major facet of a business, its organizational structure. The examination will be somewhat exploratory so as to highlight the strategic elements of the position. However, there are many more duties and functions and its relationship with the organizational culture that can have a drastic impact on human resources, and financial objectives, these are also examined and explored..."

Tags:organizational, culture, ceo

Abstract
This is largely a philosophy paper that explores the causes and concerns of justice in relation to various philosophies. It explores the financial compensations of CEO's in relation to low level employees. It begins with a look at Kant and then continues to deontology and concludes with utilitarianism. It runs through a set of arguments in the debate of how much to pay each individual for their work.

From the Paper
"There has been a lot of debate about as to why some CEOs are paid very high salaries. Many base their arguments the fact that it is the employees who do most of the productive work and help companies to earn billions of dollar in profit, then why is that CEOs get the rewards for the hard work of employees. Many relate this issue to the theories of ethics promulgated by various thinkers in the field, most particularly these people refer to the theories of justice. Though there is some metal in the argument that CEOs or higher management level does not serve such high salaries, we will look at the issues from the various ethical framework of justice.
"CEOs and other higher level of management are fulfilling their duties to the firm when crafting a business policy. However, in doing so, they are also fulfilling duties to themselves because the success of the business will have a big impact on what they get in terms of salaries and enhanced reputation. Similarly, employees are rendering their services to the firm they are also fulfilling their duties to themselves and the firm."

Tags:ethics, justice, philosophy, corporations, ceo

Abstract
This paper examines an article by Ulrike Malimander and Geoffrey Tate entiotled "CEO Overconfidence and Corporate Investment." The paper describes CEOs who persistently fail to reduce their company's exposure to risk. The authors designated the term overconfident to describe this behavior of CEOs. The paper further describes the methodology used by the authors for their evaluation. The authors additionally comment on how overconfident CEOs invested more when they have more cash at hand in the company. The paper concludes with recommendations for avoiding this behavior.

Outline:
Article Overview
Methodology
Strengths of Study
Weaknesses
Additional Comments

From the Paper
"Authors Ulrike Malimander and Geoffrey Tate wished to examine the negative ramifications of the actions of overconfident CEOs in regards to corporate investment. For the purposes of the study, they defined CEOS as overconfident if the individuals persistently failed to reduce their company's exposure to company-specific risk. The study postulated that managers who overestimated the returns to their investment projects over-invested when the company had abundant internal funds, but curtailed investment when the company required external financing. The CEOs acted as though they viewed external funds as unduly costly unlike internal funds. "

Tags:CEOs, risk, investment, companies

Abstract
This paper discusses how the importance of a firm?s chief operating officer (CEO) to the firm?s performance and market value has long been recognized and how the process of selecting individuals for appointment as CEOs has been studied extensively and, at times, such studies have produced conflicting results. It evaluates how the addition of the growth of Internet-based firms has added to the complexity of determining the best fit of the traits and experiences of a candidate with the needs and culture of an organization. Through an extensive literature review, it analyzes traits and experiences of CEOs with a view toward identifying factors that may be useful in predicting the potential of an individual to be selected to assume the responsibilities of a CEO.

From the Paper
"Pasternack, Van Nuys, and Perkins (1998) identified four behaviors that lead to CEO success. First, a successful CEO acts promptly once a problem has been identified and its character diagnosed. Equally important to CEO success, in this regard, is that a CEO should not act in a precipitous manner. Second, subordinate managers who do not actively support a CEO's program should be replaced quickly. Third, a CEO should prioritize her or his time and adhere to the policy thus established. Fourth, a successful CEO quickly establishes strong relationships "

Tags:managers, performance, performance, internet

Abstract
In this article, the writer looks at the ethical elements of the discussion regarding bonuses and compensation for the CEO of an organization. The writer maintains that it is ethical for CEO's to receive large compensation packages, but only if it is inclusive of benefits for all stakeholders, not at the expense of them. The writer notes that the best way to do this is through long-term compensation packages that focus on long-term commitment and vision. The writer discusses that these packages must also focus on long-term profitability and growth for the organization, job security for employees, and return on investment for shareholders and other investors. The writer concludes that ultimately, CEO compensation should realistically follow measurable performance that benefits all stakeholders, not just a few.

From the Paper
"The argument designating increasing CEO pay and decreasing shareholder value as unethical is an easy one to make. There is, however, a case to be made on the other side of the issue. Some argue that increasing CEO compensation is a simple matter of supply and demand and is driven by market forces. Others argue that the transition costs of replacing a CEO could be considerably more than the bonuses they receive. Yet another argument is that market fluctuations are inevitable and increasing bonuses are needed to retain top talent and that the investment will pay off over time. Eamonn Walsh goes as far to say that some CEO's are actually underpaid when comparing CEO compensation to stock value. It should be noted that this article focuses on the European market were CEO compensation is generally lower than in the United States. Research has shown that organizations in which their CEO's are compensated in the top 10% have an 80% percent chance of their stock outperforming their peers. Of this group the gains in market capitalization far exceeded the CEO compensation package about 80 percent of the time. On the other hand, organizations offering the lowest compensation had only a 50-50 chance of outperforming their peers."

Tags:pay, costs, bonuses, stakeholder

Abstract
This paper examines the book, "Five Temptations Of A CEO: A Leadership Fable", by Patrick Lencioni, about a young CEO who, while attending his first annual board review, feels that he is failing but does not know how to cope with the situation. It looks at how the author uses his talent to bring to us the complexities involved in the role of a leader and also the problems that occur with teamwork. It analyzes how the book focuses on the leadership qualities essential for any leader/CEO to acquire, as well as the five temptations that are usually responsible for the fall of any leader.

From the Paper
"In this book, Andrew O'Brien is the main character, who happens to be the CEO of a technology company. He has a strange encounter with an unexpected mentor on a train the night prior to his annual meeting with the board of directors. He is in trouble but cannot understand why. This is where the mentor Charlie comes in and guides him through the five temptations that often bring trouble to ambitious executives. The five temptations are as follows, choosing status over results, choosing popularity over accountability, choosing certainty over clarity, choosing harmony over productive conflict and choosing invulnerability over trust. This book proves to be an effective fable because it does an excellent job in teaching its reader about the moral lessons behind each temptation."

Tags:leadership, andrew, o, brien, teamwork

Abstract
This five-page undergraduate paper reviews the accomplishments of Margaret Whitman, CEO of Ebay and takes into account her contributions to e-commerce. The CEO joined the company in 1998, her management savvy ideas along with consumer marketing techniques have turned EBAY into a $19 billion success story.

Abstract
This paper examines how Chatterjee and Hambrick (2006) conducted a study that introduced CEO narcissism as a formal construct to be used in the explanation of strategies and performance by companies. The researchers investigated whether the personality dimension of narcissism is positively related to grandiosity and strategic dynamism among CEOs, which is expressed through organizational performance that is both volatile and extreme. The paper looks at the hypotheses used, methodology and results.

From the Paper
"Chatterjee and Hambrick (2006) explain how the theoretical background of the concept of narcissism ties back to Freud, who conceptualized the personality dimension in various manifestations, including "self-love, self-admiration, self-aggrandizement, and a tendency to see others as an extension of one's self". Chatterjee and Hambrick (2006) referenced a work by Emmons (1987) that identified four factors of narcissism. These factors were 1) Exploitativeness/ Entitlement; 2) Superiority/ Arrogance; 3) Leadership/ Authority; and 4) Self-absorption/ Self-admiration. Narcissism was also found to have both cognitive and motivational elements. Cognitively, narcissism led to belief in the superiority of one's qualities, while the motivational element of narcissism resulted in an intense need for the reaffirmation of one's superiority. The researchers note that few studies in the past have examined CEO narcissism, and that they anticipate CEOs to demonstrate a higher level of narcissism than the general population."

Tags:organizational, performance, Freud

Abstract
This paper examines the life and career of Michael Eisner, the chief executive officer of Disney. The author studies Eisner's meteoric career rise, from a $65-a-week clerk at NBC in 1964 to the youngest CEO of Disney in 1984, a position he still holds today. The paper discusses Eisner's views on leadership, negotiation, competition and the movie industry, citing examples from actions he has taken at Disney. The paper also includes a review of Eisner's autobiography "Work in Progress", from which the author quotes liberally.

From the Paper
"By the time he was 34 years old, Michael Eisner's imagination and sense of adventure, as well as an uncanny knack for knowing what people will buy, earned him a reputation as one of Hollywood's youngest whiz kids who was destined for big things. His successes at ABC and Paramount Pictures ultimately led him to his career at Disney. Michael Eisner is currently the chairman and chief executive officer of The Walt Disney Company and, according to his biography, lives in Los Angeles with his wife, Jane, and their three sons. This paper will provide a brief overview of Eisner's career and the impact he has had on the Disney empire in particular and the entertainment industry in general."

Tags:business, mogul, Work, in, Progress, empire, entertainment, Hollywood, movies, disneyworld, disneyland, walt, disney

Abstract
This is a review of an article by Spencer E. Ante, and Ira Sager, titled "IBM's New Boss" that appeared in the February 11, 200 issue of "Business Week." This article informs the reader about the new management styles and plans of IBM's newly chosen CEO, Samuel Palmisano. The author gives us a brief biography of Palmisano and some history of IBM before detailing some of the possible policy changes that may come about with Palmisano taking the helm of the company.

From the Paper
"Palmisano is apparently something of a workaholic, scheduling weekly instead of monthly or quarterly meetings. He demands that in times of crunch, managers work from 7 am to 9 PM. He expects weekly e-mail updates, and always answers his own email. He has personally managed all but two divisions within the corporation, and made advances and innovations in each. Often small changes have had good results, such as his decision to change the commission pay scale from a "per size of deal" system to one, which was based on the eventual revenues and profits from any given sale. That one change alone catapulted revenues from 14.9 billion dollars to 22.9 billion."

Tags:palmisano, ibm, computer, commodities, software, managing, bold, internet, divisons, corporation, managers, employees, problems, fixing