What works for me : 16 CEOs talk about their careers and commitments / Thomas R. Horton

By: Material type: TextTextPublication details: New York : Random House, c1986Edition: First EditionDescription: 436 pages : illustrations ; 23 cmISBN:
  • 394550722
Subject(s): LOC classification:
  • HD 38.35.U6 .H67 1986
Contents:
James E. Burke, Johnson & Johnson -- Marisa Bellisario, Italtel Società Italiana -- J. Willard Marriott, Jr., Marriot Corporation -- James M. Guinan, Caldor -- James R. Martin, Massachusetts Mutual Life Insurance Company -- Peter G. Scotese, Springs Industries -- Theodore M. Hesburgh, C.S.C., University of Notre Dame -- Harold Burson, Burson-Marsteller -- Frank T. Cary, International Business Machines Corporation -- Charlotte L. Beers, Tatham-Laird & Kudner -- Richard A. Zimmerman, Hershey Foods Corporation -- William J. Kennedy III, North Carolina Mutual Life Insurance Company -- Henry B. Schacht, Cummins Engine Company, Inc -- Portia Isaacson, Intellisys Corporation -- Ichiro Hattori, Seiko Instruments & Electronics Ltd -- Anthony J.F. O'Reilly, H.J. Heinz Company -- The 18 Management Competencies: how they are illustrated by the interviews -- Beyond competence: 5 qualities of successful CEOs.
Summary: What works for chief executives? And what goes into the making of a successful CEO? The job description of a chief executive officer is simplicity itself: to hold full responsibility for a company's success and reputation and to be accountable for overall results to its board of directors and shareholders. This simplicity gives wide latitude to how the task is performed, so chief executives do their jobs in an astonishing variety of ways. Through trial and error, over the course of a CEO's career, some approaches to management and to leadership are found to work well, others not to work at all. In this book 16 chief executives describe in their own words what has worked for them. What makes a "good CEO?" Although someone has suggested that "first, you have to be good; and, second, you have to be CEO," more useful answers to this question have long been sought. In one respect, becoming a CEO is like becoming a parent. There is no ultimate guidebook nor any training program quite adequate to prepare the man or woman taking on such responsibility, nothing to provide the final answers. CEOs must therefore find their
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Item type Current library Home library Collection Call number Copy number Status Date due Barcode
Books Books National University - Manila LRC - Annex Relegation Room Gen. Ed. - CBA GC HD 38.35.U6 .H67 1986 (Browse shelf(Opens below)) c.1 Available NULIB000005524

Includes bibliographical references and index.

James E. Burke, Johnson & Johnson -- Marisa Bellisario, Italtel Società Italiana -- J. Willard Marriott, Jr., Marriot Corporation -- James M. Guinan, Caldor -- James R. Martin, Massachusetts Mutual Life Insurance Company -- Peter G. Scotese, Springs Industries -- Theodore M. Hesburgh, C.S.C., University of Notre Dame -- Harold Burson, Burson-Marsteller -- Frank T. Cary, International Business Machines Corporation -- Charlotte L. Beers, Tatham-Laird & Kudner -- Richard A. Zimmerman, Hershey Foods Corporation -- William J. Kennedy III, North Carolina Mutual Life Insurance Company -- Henry B. Schacht, Cummins Engine Company, Inc -- Portia Isaacson, Intellisys Corporation -- Ichiro Hattori, Seiko Instruments & Electronics Ltd -- Anthony J.F. O'Reilly, H.J. Heinz Company -- The 18 Management Competencies: how they are illustrated by the interviews -- Beyond competence: 5 qualities of successful CEOs.

What works for chief executives? And what goes into the making of a successful CEO? The job description of a chief executive officer is simplicity itself: to hold full responsibility for a company's success and reputation and to be accountable for overall results to its board of directors and shareholders. This simplicity gives wide latitude to how the task is performed, so chief executives do their jobs in an astonishing variety of ways. Through trial and error, over the course of a CEO's career, some approaches to management and to leadership are found to work well, others not to work at all. In this book 16 chief executives describe in their own words what has worked for them. What makes a "good CEO?" Although someone has suggested that "first, you have to be good; and, second, you have to be CEO," more useful answers to this question have long been sought. In one respect, becoming a CEO is like becoming a parent. There is no ultimate guidebook nor any training program quite adequate to prepare the man or woman taking on such responsibility, nothing to provide the final answers. CEOs must therefore find their

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