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MBA留学生课程作业:Role of the CEO

日期:2023年11月15日 编辑: 作者:无忧论文网 点击次数:409
论文价格:免费 论文编号:lw202311151104272491 论文字数:1000 所属栏目:帮写留学生作业
论文地区:美国 论文语种:English 论文用途:大学作业 BA essay

MBA留学生课程作业-首席执行官的角色。本文是一篇留学生MBA课程作业写作范文,主要内容是根据Crawford的说法,董事会中的两个主要角色是首席执行官和董事会主席。尽管这些角色不同,但它们往往由同一个人担任。本篇课程作业指出首席执行官的职责是领导管理层。董事会主席的职责是领导董事会。董事会的一个关键角色是监督首席执行官的行为。同时本篇课程作业借鉴克劳福德建议,在有效率的首席执行官在场的情况下,首席执行官和董事会主席应该是一个单一的实体。下面就一起来看一下这篇MBA留学生课程作业写作范文的具体内容。

留学生作业写作

According to Crawford (2007), the two principle roles within the board are those of the Chief Executive Officer (CEO) and the Chair of the board. Despite the fact that these roles are different, they are often held by the same individual. The role of the CEO is to lead the management. The role of the chair of the board is to lead the board. A key role of the board is to monitor the actions of the CEO. Crawford suggested that in the presence of an efficient CEO, the CEO and chairman of the board should be a single entity.
According to Nevels (2010), the chair of the board, has to maintain the relations between the CEO and the board and additionally, direct the tasks allocated to board and those of each director in order to maintain efficiency-a role that requires great negotiating and diplomatic skills effectively acting as the interface between the CEO and the board. Additionally, it is within the remit of the chair of the board to address underperformance by an individual director
课程作业根据Nevels的说法,董事会主席必须维持首席执行官和董事会之间的关系,此外,还必须指导分配给董事会和每位董事的任务,以保持效率——这一角色需要出色的谈判和外交技能,才能有效地充当首席执行官与董事会的接口。此外,董事会主席有权处理个别董事表现不佳的问题
Pointer and Jennings (2002) discussed the significance on the CEO in the construction of an efficient board and outlined a multi-point strategy aimed at the CEO in order to accomplish this. They wrote about the need for self-evaluation by the board in order to assess both its performance and contributions to the running of the corporation. In their experience it was often observed that the CEO was under the misconception that because the CEO understood the items in question, that this would be mirrored by the board. As the board is constructed of various individuals, not necessarily filed experts in the Operations of the corporation, it was suggested that communication needs to be strategically assessed, focussing on the issue at hand, and that over-communication was a positive approach.
Pointer和Jennings讨论了首席执行官在构建高效董事会中的重要性,并概述了针对首席执行官的多点战略。他们写道,董事会需要进行自我评估,以评估其业绩和对公司运营的贡献。本篇课程作业根据他们的经验提出,人们经常观察到首席执行官有一种误解,即因为首席执行官理解有问题的项目,所以董事会会会反映这一点。由于董事会由不同的个人组成,不一定是公司运营方面的专家,因此有人建议,需要对沟通进行战略评估,重点关注眼前的问题,过度沟通是一种积极的方法。
According to Conlon and Smith (2010), there are three tiers in management; the CEO, the senior management team and specific roles dependant on the structure of the company. A principle role of the CEO within this construct, is the plan of succession management in order to maintain business continuity. The CEO must have contingency plans should anything happen to the CEO, thus there is a viable continuity even in the absence of a handover in a worst-case scenario. Conlon and Smith additionally proposed a six-step system to identify suitable candidates for the role. This involved a clear definition of the requirements of the role, evaluation of potential contenders and appropriate feedback, evaluation of development of the potential contenders, developing a list of suitable external contenders, reassessment of contenders and subsequent appointment.
本篇课程作业根据Conlon和Smith的说法,管理层有三层;首席执行官、高级管理团队以及取决于公司结构的特定角色。首席执行官在这一结构中的一个主要作用是制定继任管理计划,以保持业务连续性。如果首席执行官发生任何事情,首席执行官必须制定应急计划,因此即使在最坏的情况下没有交接,也有可行的连续性。Conlon和Smith还提出了一个六步系统来确定合适的候选人。这包括明确定义角色要求、评估潜在竞争者和适当的反馈、评估潜在竞争对手的发展、制定合适的外部竞争者名单、重新评估竞争者和随后的任命。
Tucci (2004) wrote that all CEOs need to build rewards into the staff remuneration packages for both entrepreneurship and acceptance for failure which at some point is an inevitable occurrence. Conversely, promoting innovations with terminal intensity in the absence of severe scrutinization would inevitably result in foreseeable failure. Corporation culture is influenced by the input of the CEO. Adopting standard modus operandi restricts outliers and unconventional practices however it is no mat