Abstract The position of the traditional R & D director has evolved into that of the chief technology officer, which is much more broad and encompassing. The paper shows that the primary role of the chief technology officer is to deliver the total value of technology for the corporation, to ensure that the firm has the technologies that it needs to achieve its goals and to facilitate technology transfer across business units. The paper looks at various issues on the subject, including the evolution of this role in the business world, areas of responsibility for the C.T.O. and the future of this field.
From the Paper "I believe that the chief technology officer is an important link between government laboratories and U.S. corporations, because one of the primary functions of the CTO is to assess the need to form partnerships with government institutions in order to exploit the total technology capacity of the organization. A government role is also vital in promoting technologies that are critical to economic growth, the creation of good jobs, and meeting the common needs of the nation, but that cannot attract adequate private investment?especially in the cases of high technical risks and long payback horizons.
Overall, it is clear that the CTO has a vital role in building a strong U.S. base of fundamental science, and developing a business environment that encourages innovation and investment."
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
An analysis of the duties of the chief financial officer (CFO) for the American Heart Association (AHA) and suggestions for improvements of the organization.
Abstract This paper examines the major duties of the chief financial officer (CFO) for the American Heart Association (AHA). It looks at the background of the organization and highlights the strategic elements of the CFO's position. The paper also examines the duties and functions within a non-profit organization that are not being addressed by the AHA and thereby presents suggestions for improvement.
Table of Contents:
Introduction
History of the American Heart Association
Mission/Vision of the American Heart Association
Brief Description of Products and Services
The CFO of the American Heart Association: Job Description
Core Functions of the CFO
Financial Reporting: CFO at the American Heart Association
Strategic Planning: Reinventing the CFO at the American Heart Association
Budgeting, Forecasting, and Performance Measurement
Fraud Management
Fundraising
Conclusion: Suggestions for Improvement
From the Paper "In conclusion as stated by Hope, CFOs can transform their roles and for organizations like AHA, it adds greater value (Hope, 2006, page 104). The AHA CFO needs to embrace being a freedom fighter, analyst and adviser, architect of adaptive management, warrior against waste, master of measurement, regulator of risk, and more importantly a champion for change (Hope, 2006, page 3). Nevertheless, there has to be balance for these activities, since the CFO has to focus on activities that increase the marginal value in research and upholds the mission of AHA."
Abstract This paper examines how the major duties of the CEO affect a major facet of a business - its organizational structure. The paper also highlights the strategic elements of the CEO's position. The paper explores the idea behind effective communication, and how organizations can achieve it. The paper further looks at how CEOs are an important aspect of any organization and how their ability to maintain, change, and develop the appropriate business strategies depend primarily on how they motivate and communicate to employees the appropriate trend and the necessary facets of the organizational structure. The paper concludes that without understanding how important this element is, then an organization will face serious communication problems and will not successfully achieve its business objectives.
Outline:
Introduction
CEO and Organizational Culture
Employees and the Organizational Structure: CEO's Motivation and Performance Measures
The CEO and Communication
Conclusion
From the Paper "It is common knowledge that motivating the workforce is a necessary prerequisite for effective management. Many companies have gained tremendous success, by enforcing being able to correctly identifying rewards to performance and hence motivating the workforce to support the organizational structure. Other organizations have failed to realize their strategic objectives because they have not realized how important the overall mechanism of the organization is. The CEO acts as the champion of change. Employees use the CEO as a model for the organization's direction and development."
A description of the sources of power of a chief executive officer (CEO) and a case study analysis of the changes instituted at Tyco after the conviction of their former (CEO).
Abstract This paper discusses ethics in business, particularly by the leaders of the organization. It describes the role of the chief executive officer (CEO) and the sources of power that he or she may have. The paper then discusses the ethical changes instituted at Tyco after the conviction of former CEO, Dennis Kozlowski, in 2005. The paper describes the case and how it was handled by the company.
Table of Contents:
The CEO and Power
Tyco after the Conviction of its CEO
From the Paper "The company also makes clear statements of its ethical principles on its website and calls for adherence to high standards "by establishing processes and practices that promote and ensure integrity, compliance, and accountability" (Verschoor, 2006, para. 8). The lapses of Kozlowski showed that the ethical structure in place before was inadequate, and only time will tell if the corrected system will serve to assure a more ethical operation in the future. Stopping the cycle of corruption is the goal, and bringing in every employee as an active participant in assuring ethical behavior is the primary means of achieving it."
Abstract The paper discusses the role and necessity of managers and leaders and notes the distinctions between these positions. The paper then addresses the role of the chief executive officer (CEO) and uses Michael Dell as a symbol of a successful manager who will personally invest in the wellbeing of a company. The paper contrasts this to Enron's founder and CEO, Kenneth Lay, who failed to address corporate needs, causing irreversible damage. The paper concludes that the final success of a leader depends significantly on his personal and innate capabilities.
Outline:
Managers vs. Leaders
CEOs
From the Paper "The role and necessity of both managers and leaders is undisputed for the overall success of an organization. However in small and medium size organizations, the two positions are generally occupied by the same person, the skills required and responsibilities attributed are often different. In this particular instance, the manager is expected to cope with the complexity of the business operations; he must be able to make the most informed decisions while keeping aware of the resource limitations and other constraints. The manager must also be a good organizer in order to plan the actions, the budgets and allocate the resources, including capital, labor force or technologies. Then, the manager must also be able to objectively analyze the actual implementation of the adopted course of action; he must follow how the strategies help the company achieve its ultimate goal. He must be able to identify any shortages or difficulties in the process and implement the most adequate decision. In other words, he must be able to take "effective action" (Future Vision)."
Abstract The paper explains the educational requirements and experience that are valued by those selecting chief financial officers (CFOs). The paper discusses the greater need for leadership and soft skills that include communication skills and personal integrity. The paper notes the importance of building relationships with the CEO or the CEO's bosses on the board of directors. The paper concludes that while there is no one clear path to becoming a CFO, executive recruiters, CFOs and other executives all seem to agree that these skills, traits and experiences form the core of today's CFO. The paper provides an annotated bibliography.
From the Paper "The role of the Chief Financial Officer (CFO) has been increasing in prominence over the past decade. Accounting scandals such as those at Enron and WorldCom, or the recent failures in the banking industry, have illustrated that failure to manage the accounting, risk controls and compliance of a company can lead to the downfall of CEOs or even of the firm itself. The passage of the Sarbanes-Oxley Act has also contributed to the rise of the CFO, by placing more emphasis on the control and reporting function. With this rise in importance, the role of the CFO has been expanded, sometimes to the point where the CFO begins to supplant the Chief Operating Officer. The increase in responsibility is reflected in the need for additional skills, education, personality traits and experience. "CFOs are more involved in discussions that don't involve their typical bean-counter role -- discussions like build versus buy, offshore operations, and political impacts ." The result is a new breed of CFO, one that takes on direct responsibility."
Abstract This paper discusses the author's views that the government can be, and mostly is, a bureaucratic organization that not only cannot save money efficiently, but wastes money on a daily basis. The author bases this statement on his 23 years of military service. It proposes a cost metrics for the training of warrant officers at the United States Army Signal Center, Fort Gordon, Georgia, and attempts to list the true cost of training warrant officers. It does this by taking all costs into account, such as the facilities, gas, water, electric, and salaries of the military personnel.
From the Paper "Every military unit has a mission statement. This needs to be identified and measured. Any other activities done to support the mission should also be identified. There are lots of these, and many are usually hidden, or not realized. Managers must define metrics, collect data and then analyze the data. They must be truthful and not misleading. The better the documentation, the more visible and convincing the decision-making process becomes. The biggest problem is identifying and documenting the hidden costs. Sometimes accidentally and other times on purpose."
Abstract The president of the United States is known as the commander in chief, the chief of state, the chief administrator and the chief legislator. This paper explores how the presidents of the past and the present have carried out those duties, and what those duties mean. It also examines how the "chief" roles of the president have changed throughout history and how the presidency is much different now than it was in the past.
From the Paper "The President of the United States is a Chief. He is the head of several governmental areas and is seen as the responsible party for these areas. He is the Chief of State, Chief Administrator, Chief Legislator and Chief of the United States armed forces. His leadership in these areas has, over time, changed. The Presidency has evolved to a point where the President of the United States has more power than any other person or office in the United States. This power has at times been bestowed upon the office of the President and it has, at times been usurped by the President in office. Each time that the Presidency has gained power in the past it has not given up its gains. In law, there is a principle known as stare decisis. It means that every decision that is made by a judge is predicated on the decisions of judges past. It is rare that a judge breaks from the legal precedent. The same goes for the Presidency. Over the past 220 years the office has gained power and the "Chief" has become more and more involved in all aspects of governance."
Abstract The paper discusses Corporate Governance and states that McDonalds has a well-established and well thought out code. The paper explains that the code is successful due to the fact that executives of McDonald's are paid using an incentive based on a compensation scheme. The paper further states that the basis of McDonalds' entire business is that is ethical, truthful and dependable and that it has a solid, permanent and constructive ethical program. A compensation table of executive officers of 2006 is included with the paper.
Outline:
Company Profile
Corporate Governance at McDonald's
Board Composition
Executive Compensation
Proxy Results at last shareholder meeting
Conclusion
From the Paper ""The executive compensation for the executive officers at McDonald's is done by the Compensation Committee which is a standing committee of the Board of Directors. Its task is to determine the compensation of all executive officers as well as the compensation of other employees as the Committee may decide. It consists of at least three members who are appointed by the Board of Directors. Furthermore they should set up a meeting schedule for each year.''
Abstract This paper explains that, using sales volume, Office Depot is the largest retail office products business in the world with more than 1,100 stores in 14 countries, with each store carrying, on average, 7,900 products. The author relates that Office Depot offers a wide range of products including general office supplies, office furniture and some business services. The paper points out that the company utilizes
three business segments to sell its products and services to individual consumers and businesses: North American Retail, Business Services Group and International.
From the Paper "When comparing sales volume, Office Depot is the largest retail office products business in the world. They have more than 1,100 stores in 14 countries, with each store carrying, on average, 7,900 products ("Office Depot", 2005). Office Depot offers a wide range of products. These include: general office supplies, office furniture, and some business services. The company utilizes three business segments to sell its products and services to individual consumers and businesses, North American Retail, Business Services Group and International ("Datamonitor: Office Depot", 2005). Society/Subcultures: Society and the subcultures within society affect Office Depot's performance and success. Office Depot is a global company, with facilities in 14 countries. For this reason, they must adjust their business processes to meet the specific needs of these diverse cultures, for both their consumers and their workforce."
Abstract The paper explains the origin of the non-commissioned officers (NCO) corps of the U.S. Army and outlines the nine categories of NCOs from corporal to command sergeant major. The paper relates that NCOs have the feel of the "pulse of the unit" because they work closely with the enlisted personnel. The paper also relates that the officers rely on the NCOs to get things done and maintain discipline among the troops. In addition, the paper asserts that even if the ultimate command and responsibility rests with the officer, the officer should heed the counsel of the NCOs.
From the Paper "The Officers Corps of the United States Army or any military establishment for that matter is known as the "brain of the organization." It is where leadership and command responsibility at its ultimate is exemplified. Be it the lowliest officer candidate to the general officer, officers form the core not only of leadership and command but the overall management of the military structure as well. At the bottom rung of the "totem pole" are the enlisted personnel who form the bulk of the army or military organization."
Abstract The paper discusses how Office Depot needs to garner more of the domestic market share in order to meet the expectations of shareholders and continue to develop its overall business. The paper provides an external and internal analysis of the company and considers the potential options for Office Depot to implement. The paper is of the opinion that Office Depot must continue to market aggressively while limiting expansion and ensuring cost savings over the long and short term.
From the Paper "Office Depot is a household name with regard to being a supplier of office and business products to both the domestic and international markets. Yet, the success story of the company is limited with regard to the domestic share of the more than 300 billion dollar office supply market. Office depot in fact only demonstrated slightly over 10 billion of sales in the domestic share. Though this is as a result of twenty years of steady growth, with the company marking its 20th anniversary in 2006, the organization needs to garner more of this domestic market share to meet the expectations of shareholders and continue to develop its overall business, while simultaneously creating cost cutting practices that will serve for slower expansion but better overall sales in existing stores."
Abstract In this article, the writer looks at the correlation between occupational stress and alcoholism. The writer discusses what police departments can do to mitigate the spread of alcoholism among its officers. The writer also looks at how alcoholism among police officers impacts local communities and tears at the fabric of police families. The paper then suggests what educational and diversionary approaches should be put in place in order to thwart alcoholism from becoming an insuperable problem that can ruin lives and drive a wedge between police/community relations.
From the Paper "Another thing that Nordlicht's study reveals is just how toxic can be the unreasonable and unhealthy expectations foisted upon police officers by an authoritarian command structure that demands unblinking obedience, a "stiff" facade, and emotional distance in almost all circumstances. Clearly, police administrators who fear that their officers are succumbing to alcoholism need to look closely at how they expect officers to act with one another and with the general public; in other words, if police officers are expected by their superiors to be severe, emotionally withdrawn, fairly unapproachable, and relatively uncommunicative with the public and with each other, then emotional problems can begin to well up as the stresses of the job - stresses which demand that officers confide in someone - start to exact their toll. Consequently, police officials should make every effort to create a collegial atmosphere wherein communication is valued; at the same time, they should also institute community policing programs (if they have not done so already) that bring police officers more nearly into contact with community members. By doing this, by establishing a cooperative relationship with the local neighborhood or precinct, police officers can break down whatever barriers may exist between themselves and the public and make their days a little less stressful simply because they have personal relationships in place now that make their jobs just a little bit easier. Without question, steps such as these will lessen the stresses which can make turning to drink an attractive option."
Abstract This paper discusses how Office Depot has integrated the Internet into all of its operations, including program management, offering specialized services through the Web. The company's multiple sites, including a Spanish-language site, to target different retail markets is discussed.
Tags:Office Depot, e-commerce, Internet, Web, e-Builder, executive information systems
