Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

Upper Echelons: The Organization as a Reflection of Its Top Managers

?The stakeholder theory has been advanced and justified in the management literature on the basis of its descriptive accuracy, instrumental power, and normative validity. These three aspects of the theory, although interrelated, are quite distinct; they involve different types of evidence and argument and have different implications. In this article, we examine these three aspects of the theory and critique and integrate important contributions to the literature related to each. We conclude that the three aspects of stakeholder theory are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental. If the unity of the corporate body is real, then there is reality and not simply legal fiction in the proposition that the managers of the unit are fiduciaries for it and not merely for its individual members, that they are . . . trustees for an institution [with multiple constituents] rather than attorneys for the stockholders.

http://www.faculty.wwu.edu/dunnc3/rprnts.stakeholdertheoryofcorporation.pdf

The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications

Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

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Leadership in Organizations

This article examines the developmental process of cooperative interorganizational relationships (IORs) that entail transaction-specific investments in deals that cannot be fully specified or controlled by the parties in advance of their execution. A process framework is introduced that focuses on formal, legal, and informal social-psychological processes by which organizational parties jointly negotiate, commit to. and execute their relationship in ways that achieve efficient and equitable outcomes and internal solutions to conflicts when they arise. The framework is elaborated with a set of propositions that explain how and why cooperative IORs emerge, evolve, and dissolve. The propositions have academic implications for enriching interorganizational relationships, transaction cost economics, agency theories, and practical implications for managing the relationship journey.

Developmental Processes of Cooperative Interorganizational Relationships

A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.

Defining supply chain management

The power of culture -- Strong cultures -- Strategically appropriate cultures -- Adaptive cultures -- The case of Hewlett-Packard -- The nature of low-performance cultures -- People who create successful change -- Leaders in action -- The case of ICI -- The case of Nissan -- On the role of top management.

Corporate Culture and Performance

Few organizational change efforts tend to be complete failures, but few tend to be entirely successful either. Most efforts encounter problems; they often take longer than expected and desired, they sometimes kill morale, and they often cost a great deal in terms of managerial time or emotional upheaval. More than a few organizations have not even tried to initiate needed changes because the managers involved were afraid that they were simply incapable of successfully implementing them.

Choosing strategies for change.

Strong managers produce predictability and order, but leaders create, communicate and implement visions of the future which enable companies to change themselves in a changing competitive marketplace. Building upon his landmark analysis of the job of the general manager and his influential work on leadership, power and influence, John Kotter now focuses on the human factors which bring change. Using case studies from 11 top corporations, Kotter unfolds the stories behind the great successes of leaders who propelled their companies beyond expectations. Through example after example, Kotter identifies the specific personal attributes of these leaders and illustrates the practices that create outstanding leadership.

A force for change : how leadership differs from management

Contents Preface to the Paperback Edition Preface 1. INTRODUCTION The Participants in the Study A Few Examples: Gaines, Thompson, and Richardson The Findings and Their Presentations: Some Initial Comments The Organization of the Book The Major Themes 2. THE GENERAL MANAGEMENT JOBS: KEY CHALLENGES AND DILEMMAS The Jobs, the Context and the Emergent Demands Job Demands I: Challenges and Dilemmas Associated with the Responsibilities Job Demands II: Challenges and Dilemmas Associated with the Relationships The Overall Demands: A Summary Differences in Job Demands Seven Different Kinds of GM Jobs Different Business and Corporate Settings: The Impact of Size, Age, Performance Level, and Other Factors Summary and Discussion 3. THE GENERAL MANAGERS: PERSONAL AND BACKGROUND CHARACTERISTICS Common Personal Characteristics Basic Personality Knowledge and Relationships Job-related Reasons for the Similarities Common Background Characteristics Childhood Family Environment Educational and Career Experiences Possible Reasons for the Background Similarities Differences in Personal and Background Characteristics Age-related Differences Job-related Reasons for Individual Differences Main Factors Creating Misfits Summary and Discussion 4. GENERAL MANAGERS IN ACTION: PART I -- SIMILARITIES IN BEHAVIOR The Approach Agenda Setting Network Building Execution: Getting Networks to Implement Agendas Underlying Reasons for the Basic Approach Forces Behind the Agenda-setting Process Forces Behind the Network-building Process Forces Behind the Execution Process Manifestations of This Approach in Daily Behavior The Twelve Visible Patterns in How They Use Their Time A Specific Example Job-related Reasons for the Similarities Patterns Directly Related to Their Approach to the Job The Efficiency of Seemingly Inefficient Behavior Summary and Discussion 5. GENERAL MANAGERS IN ACTION: PART II -- DIFFERENCES IN BEHAVIOR The Basic Patterns The Range of Differences Antecedents Tom Long The Job and Its Context Tom Tom's Approach to the Job Daily Behavior Richard Papolis The Job and Its Context Richard Richard's Approach to the Job Daily Behavior Long and Papolis: A Few Final Observations Differences in Behavior, Their Antecedents, and Performance Summary and Discussion f0 6. SUMMARY, DISCUSSION, AND IMPLICATIONS FOR INCREASING GM PERFORMANCE Summary Job Demands The Personal Characteristics of Effective General Managers Similarities in the Behavior of Effective General Managers Differences in Behavior The Overall Findings: A Summary Comment Implications for Corporate Selection, Development, and Staffing Practices Finding GMs: Insiders or Outsiders Developing GMs Designing and/or Selecting Training Programs Matching People and Jobs Implications for Managing General Managers Helping New GMs Get Up to Speed The Role of Formal Planning and Performance Appraisal Allowing Appropriate Differences Minimizing the "I Can Do Anything" Syndrome Implications for Formal Education Admissions The Curriculum Career Management Broadening Perspectives Implications for Management Theory and Research Key Implications for Managerial Behavior Theory Key Implications for Research Topics Key Methodological Implications APPENDIX A THE STUDY The Process of Inquiry An Example of the Methodology in Action The Process in Retrospect: A Few Reflections APPENDIX B INTERVIEW GUIDES For Associates of the GMs For the General Managers APPENDIX C QUESTIONNAIRES The Strong-Campbell The Occupational Scales Other Scales The Background Questionnaire APPENDIX D RESUMES FOR THE GENERAL MANAGERS Gerald Allen Bob Anderson John Cohen Dan Donahue Frank Firono Terry Franklin Chuck Gaines Paul Jackson Tom Long Jack Martin Richard Papolis Richard Poullin Michael Richardson B.J. Sparksman John Thompson APPENDIX E APPRAISING GM PERFORMANCE The Method Employed The Rating Notes Bibliography Index

The General Managers

Moving beyond the process of change Why is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization--you need to change people's behavior. And that is never easy. The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people's emotions is what will spark the behavior change and actions that lead to success. Now freshly designed, The Heart of Change is the engaging and essential complement to Kotter's worldwide bestseller Leading Change. Building off of Kotter's revolutionary eight-step process, this book vividly illustrates how large-scale change can work. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to change--and produce spectacular results. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation. Refreshingly clear and eminently practical, The Heart of Change is required reading for anyone facing the challenges inherent in leading change.

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John P. Kotter

Papers

Corporate Culture and Performance

Choosing strategies for change.

A force for change : how leadership differs from management

The General Managers

Real-Life Stories of How People Change Their Organizations