Running American Business: Top C.E.O.'s Rethink Their Major Decisions

Running American Business: Top CEOs Rethink Their Major DecisionsAuthor: Robert Boyden LambTitle: Running American Business: Top CEOs Rethink Their Major DecisionsPublication: Basic BooksEdition: FIRST EDITIONDescription: First Edition, First Printing. Not price-clipped ($19.95 price intact). Published by Basic Books, 1987. Octavo. Hardcover. Book is like new. Dust jacket is like new. 100% positive feedback. 30 day money back guarantee. NEXT DAY SHIPPING! Excellent customer service. Please email with any questions. All books packed carefully and ship with free delivery confirmation/tracking. All books come with free bookmarks. Ships from Sag Harbor, New York.Seller ID: 300974Subject: Business We Buy Books! Collections - Libraries - Estates - Individual Titles. Message us if you have books to sell!

Although some corporate strategies are formulated by consensus, overall direction is usually determined by the CEO, 89 of whomWilliam Norris of Control Data; Joseph Flavin, Singer; David Rockefeller, Chase Manhattan, among themparticipate in this study by Lamb, author of Competitive Strategic Management. While their recital of corporate successes and failures shows that reactive planning no longer suffices in an age of swiftly changing technologies and management, the author notes that most American companies, unlike the Japanese and Europeans, are still oriented toward short-term profits rather than long-range results. The success of today's CEO may depend on knowing when and which businesses to acquire or sell, skill in repelling hostile takeovers, ability to save a failing company. The CEO must allocate capital and evaluate personnel wisely, keep abreast of new technologies and plan venture and marketing strategies. CEOs, often inadequately prepared, Lamb alleges, serve an average term of only five and a half years.
Copyright 1987 Reed Business Information, Inc.

How does one count the ways that a chief executive officer influences a business organization? After interviewing 80 CEOs over a 12-year span, Lamb avoids stereotypes and recognizes that it is hard to generalize about the personal qualities needed in developing and implementing a successful business strategy in the fast-paced, high-stakes post-1970 era. At first glance, Lamb's description of the chief executive's role appears mired in academic tedium; however, students of management will appreciate his careful observations. Some of his conclusions are controversialnot all chiefs will agree that they themselves are the cause of failure for many new ventures. For academic libraries. Joseph Barth, U.S. Military Acad. Lib., West Point, N.Y.
Copyright 1987 Reed Business Information, Inc.