New clues to where your time is going: obeying the boss's orders

Article Abstract:

The three sources on which managers spend time are bosses, peers and subordinates, with bosses the principal source regardless of whether or not they spend most of their time with the boss or whether they get along well with the boss. The paradoxical conflict of roles is described as the situation in which managers both manage and are managed, that is, at the same time a manager is concerned with the productivity of subordinates, the manager's boss is concerned about the manager's productivity. One area of conflict is that managing and being managed require two distinct sets of talents, and that few people are equally adept at both, which is seen as a primary cause for the stagnation of some managers in an organization.

Analysis, Organizational behavior, Supervision of employees, Employee supervision

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How can new chief executive make a company more international?

Article Abstract:

A hypothetical case is developed in which the new chief operating officer and president of a capital equipment manufacturer decides to shift the company's operation from a domestic to an international emphasis. The executive meets with more resistance from his management team than would ordinarily be expected when a new president is appointed from outside the firm (and outside the industry), and his proposed restructuring is made more difficult by the 'covert non-cooperation' of the firm's division managers. It is suggested that the president, who is quickly named chairman, integrate the new international operation into the existing structure, and methods of achieving this are described.

Methods, Decision-making, Decision making, International aspects, International business enterprises, Multinational corporations, Marketing

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Should the CEO proceed with his joint venture plans?

Article Abstract:

A hypothetical case is developed in which the CEO of a French supermarket chain decides to enter British markets by passing on self-service techniques to a builders' supply chain and forming a joint venture with the British firm. Some members of the CEO's management team are opposed to the venture, claiming that the company would be better off expanding into the new market on its own, but circumstances make it necessary to have a partner. At the last minute, however, the British company is the subject of a takeover bid from a multinational conglomerate. It is recommended that the CEO talk with the British firm to see if any part of the venture can be salvaged.

Planning, Joint ventures

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