By C. Ray Johnson
This publication begins with the principles of commercial good fortune: the improvement of a enterprise philosophy that works for you, and the strategic software of that philosophy in all parts of your exercise.
Read or Download CEO logic: how to think and act like a chief executive PDF
Similar nonfiction_4 books
Made effortless sequence activity Interviews Made effortless CONTENTS: a glance at One activity Interview; Interview types; turning into an lively player; the Interview; persist with Up; you are provided the activity. Now What? ; That was once Then. . . this is often Now
The writer argues that the jobs of human source execs needs to be redefined to satisfy the aggressive demanding situations businesses face this present day and into the long run. He presents a framework that identifies 4 unique roles of human source pros: strategic participant, administrative professional, worker champion, and alter agent.
Extra resources for CEO logic: how to think and act like a chief executive
What elements in your business determine customer or employee satisfaction? A direct marketing firm may be driven by its ability to generate cost-effective leads. A manufacturing concern may drive results by its capacity to design desirable products or its ability to react quickly to changes in the marketplace. A distribution firm may find its success in its inventory control capability, its ability to control margin, or its productive and cost-effective selling system. Issues such as low cost, high quality, timely shipments, ability to accurately read the market, inventory availability, or cost-effective sourcing of materials may drive results in your business.
This is the key to thinking like a CEO, and it can transform average managers into great performers. This classic approach to business thinking is a practical philosophy developed, not in the halls of academe or at the feet of management gurus, but from 25 years of lessons learned from managing diverse public and private companies ranging from $5 million to $500 million in annual revenue. The Organization of This Book CEOs and managers looking to lead their organizations into the 21st century are stepping into positions of increased scopeand unprecedented risk.
Instead of having the middle manager's responsibility for playing by established rules and meeting predetermined targets, the CEO has both the opportunity and the obligation to determine the nature of fundamental operating systems, company culture, parameters of the business, and the structure of the organization. This freedom to increase the scope and risk of decisions forces top management to think differently about business. Operating without the safeguards that come with lower positions and largely determining their own authority levels and operating parameters, CEOs have to develop for themselves the concepts and principles that will be reliable foundations for their management decisions.