Straight from the CEO :: GCSE Business Marketing Coursework

Straight from the CEOA Re look on of the Literature(Dauphinais and Price, 1998) The minds of CEOs are, in aggregate, a tremendous center of power in society. Upon these minds - how they tick, how they prioritize, how they view the vectors of change depends on the transmission of know-how, technology, capital, and jobs. In addition, as globalization increases, the socioeconomic impact of their thoughts becomes all the greater (p. 15).This book provides a broad cross ingest of the global CEO population. Insightful interviews have been collected, which contain lessons from both the brawny companies that have been forced to reinvent themselves, as well as from some of the superb upstarts that needed to be rather unconventional to gain access to the global playing field. CEOs of top world corporations tell how they handle globalization, customer service, motivation, leadership and otherwise management issues. Gone is the day of the stern looking, tight lipped, antisocial dark suit who sits positioned in the large corner office secured by twelve animal foot walnut doors with gold handles. Todays workers demand involvement and interaction from upper management, no longer do the baby boomers see fit to have P and L figures discussed between upper management only. In order to be a successful CEO in todays society you must be able to march an thought of the dynamics of value enhancement, to be aware of opportunities and to exploit them. The future and success of the company depends on how you view the company and how your employees view you. A CEOs understanding can have no limits, adapting to change is just a small step in dealing with the organizations future. When we discuss change we have to keep in mind that, the largest of corporations feel the pressures of change on a global level, competing with our global trading partners such as Japan, China, and Europe. In order to be global a corporation must be able to compete on a worldwide basis an d to do this managers must be able to think globally. Percy Barnevik of ABB seawards Brown Boveri Ltd comments Global managers are not born-they must be developed (p. 40). Developing managers in global thinkers has to start with understanding of the differences between U.S. and the international culture. For example, several(prenominal) months ago a potential client came to town and of course we wanted to leave an impressionable opinion by having lunch at the new Japanese restaurant that everyone in town raved about.