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050			_aHD 38.35.U6 .H67 1986
100			_aHorton, Thomas R. _eauthor
245		0	_aWhat works for me : _b16 CEOs talk about their careers and commitments / _cThomas R. Horton
250			_aFirst Edition
260			_aNew York : _bRandom House, _cc1986
300			_a436 pages : _billustrations ; _c23 cm.
504			_aIncludes bibliographical references and index.
505			_aJames 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.
520			_aWhat 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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