A "Definition" The definition of "chief executive officer" (almost always) depends on whether a business is a corporation or not, that is, whether it (usually) has a board of directors or not. In an organization that has a board of directors, the "chief executive officer" is (usually) the singular organizational position that is primarily responsible to carry out the strategic plans and policies as established by the board of directors. In this case, the chief executive reports to the board of directors. In a form of business that is usually without a board of directors (sole proprietorship, partnership, etc.), the "chief executive officer" is (usually) the singular organizational position (other than partnerships, etc.) that sets the direction and oversees the operations of an organization. LEADER Major Roles of the Position of Chief Executive Officer
· Advises the Board
· Advocates / promotes organization and stakeholder change related to organization mission
· Supports motivation of employees in organization products/programs and operations
VISIONARY / INFORMATION BEARER
· Ensures staff and Board have sufficient and up-to-date information
· Looks to the future for change opportunities
· Interfaces between Board and employees
· Interfaces between organization and community
DECISION MAKER
· Formulates policies and planning recommendations to the Board
· Decides or guides courses of action in operations by staff
MANAGER
· Oversees operations of organization
· Implements plans
· Manages human resources of organization
· Manages financial and physical resources
BOARD DEVELOPER
· Assists in the selection and evaluation of board members
· Makes recommendations, supports Board during orientation and self-evaluation
· Supports Board's evaluation of Chief Executive
Sunday, June 28, 2009
What is the "Chief Executive Officer"?
WHY EMPLOYEES LEAVE ORGANISATIONS? - Azim Premji, CEO- Wipro
Every company faces the problem of people leaving the company for better pay or profile. The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules". It came up with this surprising finding:
Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.
He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food.
Twice Mark was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.
Last week, less than eight months after he joined, Mark walked out of the job.
Why did this talented employee leave?
If you're losing good people, look to their manager .... manager is the reason people stay and thrive in an organization. And he 's the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition.
"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman.
Mostly manager drives people away?
HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time their thought gets strengthened. The third time, he looks for another job.
When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don 't have your heart and soul in the job."
Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.
Talented men leave. Dead wood doesn't
Hands-on with Fujitsu's teeny tiny laptop
Fujitsu's new ultra tiny laptop is LifeBook U810. The U810 is a hybrid between an ultraportable convertible tablet and a UMPC (that's ultramobile PC). We've always liked UMPCs in theory, but these pocket-sized systems, including the OQO model 02 and Sony VAIO UX390, were more like suped-up smart phones than actual computers. There's only so productive you can be on a BlackBerry-style thumb keyboard.
The new LifeBook U810 takes a different approach, mimicking a traditional laptop's form factor, shrunk down to a 5.6-inch swiveling touchscreen, along with a fairly full-featured keyboard, fingerprint reader, Bluetooth, and Wi-Fi (but no EVDO yet). It runs Intel's A110 CPU and had 1GB of RAM and Vista Premium.
The street date for this $999 mini-laptop is Sept. 18, so look for a full review then, but be forewarned: We're holding the black-and-white European version in this photo. The U.S. version is only going to be available with an all-black design. Apparently some focus group types decided that white gadgets aren't hot anymore in the American market (come to think of it, even the iPhone and new iPod Touch are black--maybe there's something to this).
