A thorough examination of top management teams in reply to a global imperative for clarification of the relationships between governance and senior executives.
Questions of company governance have been examined over the years, but this has generally been in areas concerning shareholders. Meanwhile the management team and board of directors remain comparatively unexplored. This book has been written to provide a way into this relatively unknown world of executive committees.
INTRODUCTION:A Journey to the heart of top management teams
A: Who Are The Top Managers?
MANAGEMENT TEAMS
1. Top management teams
Donald C. Hambrick
2. Profiles of the Top Executives of CAC 40 Companies
Jérôme Baray, Frank Bournois
3. Diversity and Top Management Teams
Susan Schneider
4. Performance of Top Management teams: the dynamics of electives affinities
Lionel Prud'homme
5. Company cultures and chief executives
Maurice Thévenet
6. Managing strategic contradictions Wendy K. Smith, Michael L. Tushman
7. Learning in executive teams and replacing the chief executive
Quentin Lefebvre
TOP MANAGERS' NETWORKS
8. Company executives a possible new social group
Bernard Galambaud
9. The HRM-MD Double act
Frank Bournois and Catherine Voynnet-Fourboul
10. The entourage of the Top executive definition and functions
Tessa Melkonian and Frank Bournois
11. Strategic human resource Management of Top Management Team Social Networks: controlling executive relationships for enhanced organizational advantage
Kevin D. Clark, Christophe J. Collins
CAREERS AND MOTIVATIONS OF AN ELITE
12. The internal career orientations of executives
Brooklyn C. Derr
13. Career anchors for leaders
Edgar H. Schein
14. Career management practices
Yehuda Baruch
15. The path of the top executive
Muriel Pénicaud
16. Senior executive compensation in France principles and practice
Christiane Alcouffe
17. Leaders pay
Shaun Tyson
18. The shadow side of leadership
Manfred Kets de Vries - Katharina Balazs
19. Top Executives - Stressed and causers of stress
Sylvie Roussillon and Jérôme Duval-Hamel
20. Management of health assets: Are Top executives up to it?
Frank Bournois and Sylvie Roussillon
21. Stress takes a toll on leaders
Sharon McDowell-Larsen
22. Toxic leadership : a conceptual framework
Jean Lipman-Blumen
B Where do top executive come from? (The origin of top executive)
SELECTION OF TOP EXECUTIVE
23. Identifying future managers and developing top potential
Sylvie Roussillon and Frank Bournois
24. The singular origin of top managers in France
Philippe d'Iribarne
25. Background, Identification and training of executives in France and Germany
Frédérique Alexandre-Bailly, Marion Festing, Claudia Jonczyk
26. The process of initiation for the future senior executive
Maryse Dubouloy
27. Coaching: Learning to be a Top executive
Thierry Chavel
28. The leadership journey
Leonard D. Schaeffer
29. The role and influence of firm founders
Teresa Nelson
30. Company management and institutions: The contribution of neo-institutionalist theories
Isabelle Huault
TRAINING AND COMPETENCIES
31. Executive education : a process of continuous development
Jean-Louis Scaringella
32. The training of Top Executives
Hervé Borensztejn
33. Leadership Development evaluation
Jennifer W. Martineau / Kelly M. Hannum
34. Accurate evaluations of executive potential
Melvin Sorcher, James Brant
35. Unconventional paradigms in Management: when should top management leave the groove towards non-conformity
Luciano Traquandi
36. Emotionally intelligent leadership at the top
Malcom Higgs, Vic Dulewicz, Chris Brewster
C- What are top executives doing?
LEADERSHIP
37. The Top executive as reducer of violence
Sylvie Roussillon
38. The top Executive Martial art: his strategic approach
Daniel Hervouët
39. Human Excellence and Governance: The conficius challenge
Sophie Faure, Françoise Tollet
40. Stages of leadership development
Alain Gauthier
41. The theory of organisations and the CEO
Jacques Rojot
42. Talent management designed for high performance
Pierre Miralles
43. Leaders self- defeating response to perceived under performance
Jean-François Manzoni / Jean-Louis Barsoux
DECISIONS TAKING PROCESS
44. Advice to top executives: keep an eye on technology
Victoire de Margerie
45. Is the executive a strategist?
Frédéric Fréry
46. Executive and Decisions
Hervé Laroche
47. How boards of directors interact as decision making groups
Daniel P. Forbes, Frances J. Milliken
COMMUNICATION
48. Ambiguous relations the journalist and the corporate executive
Pascal Junghans
49. Lessons from the dark side of information use the impact on people, values and company performance
Donald A. Marchand
50. The Organizational grapevine: lessons for business leaders
Allan J. Kimmel
51. Multilingual top management teams
Jane Henderson Kassis
52. Elements of narratology for use by top executive
Thierry Boudès
53. A bilingual Encyclopedia The translator's challenge
Nicholas Lorriman
54. Organisational transformation: moves and rhythms
Patrick Besson
55. Facilitating strategic renewal by managing strategic role conflict
Steven W. Floyd, Peter J. Lane
56. Developing an entrepreneurial dynamic within large businesses
Olivier Basso
57. RSVP: A methodology to ensure the success of organisational transformation projects
Stephan Franz Gellrich
58. Top Management and labour relations
Jérôme Duval-Hamel
CRISIS MANAGEMENT
59. Chief Executives and crisis management
Patrick O'Quin
60. The Director in crisis situations
Christophe Roux-Dufort
61. The influence of governance characteristics on the strategic response to a failed takeover bid
Sayan Chatterjee, Jeffrey S. Harrison, Donald D. Bergh
TIME MANAGEMENT
62. Everyday management of top executives priorities
Carole Druckers-Godard
63. Timing and innovation explicit trade offs
Delphine Manceau
64. The three time frames in corporate organisation and management
Michelle Bergadaa
FINANCE
65. Planning and budgeting: A new approach for senior management
Olivier Saulpic
66. Accrued compensation Human Resources Manager, Financial Manager and Actuaries: fighting on the same side
Pierre Laversanne, Claude Rouleau
67. Bounded rationality, sunk costs and industry structure
David G. Hoopes, Douglas R. Johnson
D- Context In Which They Evolve?
INTERNATIONALIZATION STRATEGY
68. Top managers and internationalization decisions
Stefan Schmid
69. The role of cultural distance and corporate governance in the decision to expand internationally
Fabrice Roth
CORPORATE GOVERNANCE
70. Corporate Governance
Pierre-Yves Gomez
71. The agency theory, CEO entrenchment and corporate governance theories
Alain Finet
72. Mapping the corporate governance lanscape
Andrew Kakabadse, Nada K. Kakabadse
73. The international convergence of systems of corporate governance
Jérôme Caby
SPECIFIC TYPES OF GOVERNANCE
74. Mitbestimmung in the German corporate governance system
Stefan Schmid
75. Corporate governance in Russia : a state of the art
Anatoly Zhuplev, Frédéric Jallat
76. Governance of family businesses
Gérard Hirigoyen
77. Top management strata and governance in professional services firm:structural and agency challenges
Kevin D. Clark, Jonathan P. Doh, Stephen A. Stumpf
78. The overall management of French state owned companies in question
Franck Brillet, Gilles de la Ménardière
RELATIONSHIP WITH SHAREHOLDERS
79. Internationalisation of the shareholding of large companies impact on the function of top executives
Franck Bancel
80. Executive replacement and shareholder wealth a review of the theoretical litterature
Isabelle Dherment-Ferère
81. A user's guide for interpreting the presidential letter to shareholders
Sebastien Point
82. Increasing firm value through detection and prevention of white collar crime
Karen Schnatterly
83. Ethicists, corporate responsibility and executive action
Yves Medina
84. Ethics, cynicism and governance
Jacques Delga, Gilles Van Wijk
85. For a managerial ethic
Dom Hugues Minguet
(0 Comentarios)
