Sharing Executive Power: Roles and Relationships at the Top - download pdf or read online

By José Luis Alvarez, Silviya Svejenova

ISBN-10: 051113715X

ISBN-13: 9780511137150

ISBN-10: 0521841259

ISBN-13: 9780521841252

Government groups are a key aspect of cutting-edge enterprise world--from the charismatic CEO who is dependent upon the operational services of a COO, to relations companies which belief in own bonds to accomplish expert effects. This learn examines duo and trio government groups in perform to make clear the personalities, relationships, and organizational ideas characterizing the head echelons of company strength, from overseas monetary giants to inventive industries. The publication solutions serious questions concerning how businesses paintings and take on problems with governance and responsibility.

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Donaldson (2001) regards it as the most important, and affirms that it underlies most other external contingencies. By “uncertainty” we mean that the results of actions, either by actors in the environment or by the focal organization, are unpredictable because the probability distribution of outcomes is unknown, or is based merely upon a subjective Contingencies of corporate power structures 41 guess. Uncertainty is problematic because it clouds cause-effect relationships of events and, as a consequence, contributes to the executives’ lack of reliable parameters for action.

As Tushman (1977) noted, organizational politics and design moved closer together in Thompson’s work because he added a micro, internal, and structural argument to the traditional macro-political hypothesis, which was focused on the consequences of cooptation: displacement of goals. Thompson believed that the partition of organizations into specialized units and positions created cognitive predispositions and social dispositions, leading to politics. After Cyert and March (1963), Crozier (1964), and Thompson (1967) had drawn attention to interdepartmental power, this topic attracted influential scholars, such as the members of the Aston Group, Pettigrew (1973), Pfeffer and Salancik (1978), and Bacharach and Lawler (1980).

3) There were large increases in executive compensation packages. In the 1990s, boards of directors were charged with keeping executives in check as a mechanism for stopping the rampant self-awarded salaries. However, the apparent failure of some boards to control the salaries of CEOs and other executives has meant that it is now the shareholders who begin to voice disapproval of the compensation packages in their annual meetings. (4) The systems and practices of corporate governance have been under intense scrutiny, as if the capitalist system, no longer having a competitive systemic alternative to beat, had turned its destructive energies on itself.

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Sharing Executive Power: Roles and Relationships at the Top by José Luis Alvarez, Silviya Svejenova


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