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CRISIS PREVENTION - HOW TO GEAR UP YOUR BOARD

HARVARD BUSINESS REVIEW 1993年第1期71卷 68-75页

作者： SALMON, WJ Stanley Roth Senior Professor of Retailing Harvard Business School

Today's critics of corporate boardrooms have plenty of ammunition. The two crucial responsibilities of boards -oversight of long-term company strategy and the selection, evaluation, and compensation of top management -were reduced to damage control during the 1980s. Walter Salmon, a longtime director, notes that while boards have improved since he began serving on them in 1961, they haven't kept pace with the need for real change. Based on over 30 years of boardroom experience, Salmon recommends against government reform of board practices. But he does prescribe a series of incremental changes as a remedy. To begin with, he suggests limiting the size of boards and increasing the number of outside directors on them. In fact, according to Salmon, only three insiders belong on a board: the CEO, the COO, and the CFO. Changing how committees function is also necessary for gearing up today's boards. The audit committee, for example, can periodically review ''high-exposure areas'' of a business, perhaps helping to prevent embarrassing drops in future profits. Compensation committees can structure incentive compensation for executives to emphasize long-term rather than short-term performance. And nominating committees should be responsible for finding new, independent directors - not the CEO. In general, boards as a whole must spot problems early and blow the whistle, exercising what Salmon calls, ''constructive dissatisfaction. '' On a revitalized board, directors have enough confidence in the process to vigorously challenge one another, including the company's chief executive.

关键词：行政管理人员/经济学行政管理人员/标准用户参与雇员能力评定/组织和管理管理委员会/组织和管理管理委员会/标准工业/组织和管理组织改革规划技术问题解决问卷调查角色美国

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Take me to your (future) leader

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ACADEMIC RADIOLOGY 2001年第8期8卷 762-767页

作者： Gunderman, RB Indiana Univ Dept Radiol Indianapolis IN 46202 USA Indiana Univ Dept Med Educ Indianapolis IN 46202 USA Indiana Univ Dept Philosophy Indianapolis IN 46202 USA Indiana Univ Dept Liberal Arts Indianapolis IN 46202 USA Indiana Univ Dept Philanthrophy Indianapolis IN 46202 USA

The future of radiology depends in large part on the quality of its leaders. Radiology organizations that lack leadership, or that are poorly led, are unlikely to thrive. If radiology as a whole does not enjoy effective leadership, its very existence may be threatened. It is not inconceivable that, during the course of the next few decades, the medical specialty of radiology as we know it might cease to exist. Radiology might flounder for lack of leadership and get carved up by other medical specialties. Or radiology organizations might persist, but with their management and control taken over by other professionals, such as businessmen, much like the sea of change in hospital leadership that has taken place during the past few *** is good reason to think that radiology's leadership development “farm system” is not thriving. In fact, there is good reason to question whether such a farm system exists at all. For example, a recent meeting of chairs of midwestern radiology departments identified no fewer than 14 academic radiology departments that were without a chair. The fact that radiology departments and organizations have not done a better job of developing individuals to fill these positions is a major contributor to the current predicament. Moreover, factors such as reduced clinical reimbursements, “turf wars” with other specialties, and the increasing complexity of radiology departments and health care organizations make the challenges of leadership seem ever more daunting.

关键词：行政管理人员/教育行政管理人员/标准领导道德组织文化组织目标放射学/人力放射学/组织和管理自我效验人类

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A MATTER OF DEGREE - JOB SKILLS FOR HUMAN-SERVICE ADMINISTRATORS

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ADMINISTRATION IN SOCIAL WORK 1993年第3期17卷 1-20页

作者： HOEFER, R NO ILLINOIS UNIV DIV PUBL ADMDE KALBIL 60115 NO ILLINOIS UNIV CTR GOVT STUDIESDE KALBIL 60115

A small but important literature discusses which degrees and which skills are "best" for human service administrators. This research surveys current human service administrators to determine their views. The MSW administration degree, while seen as useful at the entry and middle levels of management, falls behind both the MBA and the MPA at top levels. Skills considered important are very similar at all levels of management, although managers of nonprofits had higher expectations for skill level in many areas than did managers at government agencies. Implications for schools of social work are discussed.

关键词：行政管理人员/教育行政管理人员/标准医务工作者的态度芝加哥教育研究生政府机构组织非盈利专业能力问卷调查社会工作/教育社会工作/组织和管理社会工作/标准

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Management by objectives for mental health executives

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Journal of Mental Health Administration 1975年第1期4卷 58-67页

作者： Chapman, Aaron

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A Strategy for Executive Staffing

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Journal of Business Strategy 1991年第6期12卷 56-58页

作者： Valentine, John A. consultant for technology transfer and information dissemination at the Department of Veterans Affairs Washington DC United States

Presents a human resource management strategy for the selection of executive staff. Globalization of business environment; Perception of organizational responsibilities; Assessment of candidates' potential contrib... 详细信息

关键词：行政管理人员/标准工业/组织和管理组织目标人员选用/组织和管理规划技术美国

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LEADING A HIGH-COMMITMENT HIGH-PERFORMANCE ORGANIZATION

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LONG RANGE PLANNING 1991年第2期24卷 28-36页

作者： JAVIDAN, M UNIV CALGARY FAC MANAGEMENTCALGARY T2N 1N4ALBERTACANADA

This article conducts a thorough review of the extensive literature on executive leadership. It provides a definition for the concept of superior executive leadership and then presents a model explaining the key roles and attributes required to perform effectively in top management ranks. The article then discusses the implications of this model for senior executives and describes how it can be used to assess the quality of executive performance.

关键词：行政管理人员/标准领导管理审计组织文化组织改革专业能力/标准公共关系人员开发

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BRIEF CASE - MANAGING INPUTS

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LONG RANGE PLANNING 1992年第1期25卷 116-118页

作者： CARMICHAEL, J

Jane Carmichael's views on Managing Inputs provide a further interesting contribution on a topic, strategic control, that we have covered on several occasions in this column. Carmichael's approach is to dig back behind the results being achieved to the 'inputs' on which they depend. But, while this may unearth causes of performance that can often be missed by a bottom-line orientation, results must ultimately remain vital; a business that is on track with all its input measures, but is missing its output goal is still in trouble. We continue to be interested in hearing from readers with views on strategic control processes, particularly those who have found productive ways of setting input and output targets.

关键词：行政管理人员/标准商业/组织和管理决策组织大不列颠组织改革组织目标规划技术时间

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Senior Management Must Champion Business Intelligence Programs

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Journal of Business Strategy 1991年第5期12卷 48-52页

作者： Herring, Jan P. Vice-President of Business Intelligence and Strategy at The Futures Group Inc. an international research and management consulting firm in Glastonbury Conn United States

Examines the importance of business intelligence programs for chief executive officers in the U.S. Objective of a business intelligence operation; Reasons why companies did not use business intelligence programs; Comp... 详细信息

关键词：行政管理人员/标准商业/组织和管理用户满意数据收集决策支持系统管理/经济学经济竞争智力领导组织目标规划技术

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WHATS THE MATTER WITH BUSINESS ETHICS

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HARVARD BUSINESS REVIEW 1993年第3期71卷 38-&页

作者： STARK, A UNIV TORONTO CTR CORP SOCIAL PERFORMANCE & ETHTORONTO M5S 1A1ONTARIOCANADA

The more business ethics secures its status in campuses across the country, the more bewildering it appears to actual managers. It's not that managers dislike the idea of doing the right thing. As University of Toronto Assistant Professor Andrew Stark argues, far too many business ethicists just haven't offered them the practical advice they need. Before business ethics became a formal discipline, advocates of corporate social responsibility claimed that the market would ultimately reward ethical behavior. But ethics and interests did not always intersect so fruitfully in the real world. And when they did not, managers were left in the dark to grope for the right ethical course. In the 1970s, the brand-new field of business ethics came onto the scene to address this issue. Critical of the ''ethics pays'' approach, academics held that ethics and interests can and do conflict. Still, scholars took an equally unrealistic line. To them, a manager's motivation could be either altruistic or self-interested, but never both. In short, ethicists still weren't a addressing the difficult moral dilemmas that managers face on a day-to-day basis, and only recently have they begun to do so. After some initial stumbles, ethicists are getting their hands dirty and seriously considering the costs of doing the right thing. Finally, a new business ethics is emerging that acknowledges and accepts the messy world of mixed motives. As a result, novel concepts are springing up: moderation, pragmatism, minimalism, among others. In each case, the practical analyses offered are not as important as the commitment to converse with real managers in a language relevant to the world they inhabit and the problems they face.

关键词：行政管理人员/标准加拿大商业/标准决策组织伦理学公共机构社会责任社会价值美国

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Top UK epidemiologist suspended after complaints

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NATURE 2000年第6768期403卷 353-353页

作者： Loder, N United States

Roy Anderson, a professor of zoology at the University of Oxford and the director of the Wellcome Trust Centre for the Epidemiology of Infectious Disease, has been suspended on full pay following formal complaints fro... 详细信息

关键词：行政管理人员/标准雇员不满流行病学/组织和管理流行病学/标准伦理学职业基金会/组织和管理基金会/标准大不列颠人员选用/标准

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