ch for thinking outside the box ahead of the market.
Tucci写道，所有首席执行官都需要在员工薪酬中建立奖励机制，以表彰他们的创业精神和对失败的接受，这在某种程度上是不可避免的。相反，在没有严格审查的情况下，以极端强度推动创新将不可避免地导致可预见的失败。企业文化受到CEO投入的影响。采用标准的操作方式限制了异常值和非常规做法，但它无法在市场之前跳出框框思考。
These sentiments were echoed by Newbold (2010) who discussed three key elements for the CEO to take into consideration when looking at innovative suggestions from the shop floor. Culture was a key element as the ambient culture within the corporation is ideally one that promotes innovation rather than stifles it with indifference. A culture resistant to change is harmful and creates the indoctrination that management is in itself resistant. Regardless of the viability of the innovation, it needs to be heard in order to promote this as organisational culture. Competency is a key issue as according to Newbold, innovation can be learned having similarities to quality improvement. Newbolds’ final element was courage that would be necessary for the CEO to promote the innovation-without the required support innovative ideas would fade into obscurity and would possibly need an iconic figurehead to champion them and gain acceptance.
Newbold也表达了这种观点，他讨论了首席执行官在考虑车间的创新建议时需要考虑的三个关键因素。文化是一个关键因素，因为理想情况下，公司内部的环境文化是一种促进创新而不是漠不关心地扼杀创新的文化。抵制变革的文化是有害的，并造成了管理本身就是抵制的灌输。无论创新的可行性如何，都需要倾听，以便将其作为组织文化加以推广。能力是一个关键问题，根据Newbold的说法，创新与质量改进有相似之处。Newbolds的最后一个要素是首席执行官在没有必要支持的情况下推动创新所需的勇气。创新想法会逐渐消失，可能需要一个标志性的有名无实的领导人来支持它们并获得认可。
Byrnes (2014), discussed the importance of quality and safety as being directly within the remit of the CEO as a focal point from which their importance and significance could be broadcast across the corporation. CEOs according to Byrnes, needed to be the figurehead in order to achieve significant buy-in from the workforce, suggesting that this was a role that delegation was inappropriate in that t=only the CEO had the pre-requisite authority to ensure these elements became endemic within the culture.
Byrnes讨论了质量和安全的重要性，因为质量和安全直接在首席执行官的职权范围内，是可以在整个公司传播其重要性和重要性的焦点。Byrnes认为，首席执行官需要成为有名无实的领导者，才能获得员工的大力支持，这表明这是一个授权不合适的角色，因为t=只有首席执行官才有必要的权力确保这些元素在文化中流行起来。
According to Rothfeder (2005), as a rule, CEOs perceive innovation as a concept that warrants encouragement and direction but can be adversely affected if managed to excess intimating that the role of the CEO needs to be perceived as a supporter from the perspective of the team as in the right culture, innovation was a natural by-product and would merely need support rather than being over-promoted, suggesting that a balanced approach was called for.
References:参考文献
Byrnes, J., (2014), The drive for value: key roles for the CEO. Healthcare Financial Management; Westchester68.6 (Jun 2014): 132, 134.
Conlon, R., Smith, R., (2010). The role of the board and the CEO in ensuring business continuity. Financial Executive; Morristown26.9 (Nov 2010): 52-55.
Crawford, C., (2007). CEO-chairman debate. Leadership Excellence; Aurora24.5 (May 2007): 17.
Nevels, J., (2010). The role of the board chair. Management Quarterly; Washington51.2 (Summer 2010): 13-15.
Newbold, P., (2010). Empowering innovation: The CEO’s Role. Healthcare Executive; Chicago25.6 (Nov/Dec 2010): 82,84.
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Healthcare Executive; Chicago17.3 (May/Jun 2002): 22-5.
Rothfeder, J., (2005). The CEO’s role in innovation. Chief Executive; New York 213 (Nov 2005): 50-55.
Tucci, J., (2004). The role of CEOs in innovation. Chief Executive; New York 202 (Oct 2004): 18.
课程作业在最后根据Rothfeder的说法，通常，首席执行官认为创新是一个值得鼓励和指导的概念，但如果过度暗示首席执行官的角色需要从团队的角度被视为正确文化中的支持者，则可能会受到不利影响，创新是一种自然的副产品，只需要支持，而不是过度推广，这表明需要一种平衡的方法。本站提供各国各专业留学生课程作业写作范文，以及留学生课程作业写作辅导，如有需要可咨询本平台。
