Characteristics of an Executive - A study by Artur Victoria

There are no rules that can be given to ensure success as an executive. There are, however, certain traits and manners of conduct which are essential to executive success. A few fundamental characteristics must be inborn, but others may be developed. Inherent ability does not ensure success. Natural powers and capacity must be organized and developed.

Some persons never can become executives. Some few individuals appear destined to be leaders from their youth because of the wealth of executive qualities with which they are endowed. Between these two groups is a great middle group composed of persons who have the desired qualities but in varying degree. It depends upon themselves whether they become executives or remain among the ranks of routine workers. If they make the most of their abilities and bend every effort to compensate their shortcomings, they may in the end surpass those who from youth appeared destined to leadership. It is a compensation of nature that those with the greatest natural gifts sometimes rest too heavily upon them and thus permit those less fortunately endowed to stride past them. leia todo o artigo

The Objectives And Policy Of A Company - A study by Artur Victoria

A company, like any other society, must exist for the achievement of some objective or objectives. Some people have suggested that a company has only one objective that is to make a profit. It is true that no company could survive permanently without making a profit but this is hardly the reason why it exists; it is a condition which must be satisfied if existence is to continue permanently. We cannot live without eating but we do not live in order to eat. Companies exist in order to satisfy consumers wants; and perhaps even to create wants before satisfying them, since in many cases these wants did not exist before they were suggested to consumers by advertising or other selling methods. It would, for example, hardly have occurred to people to want television sets before manufacturers had put the possibility of television before them. A company determines its objectives, therefore, by deciding what kind of consumer demands it proposes to attempt to satisfy, and if necessary, create. leia todo o artigo

The Functions of a Manager - A study by Artur Victoria

Assuming that a product is a feasible market proposition, plans must be laid in the following areas:

A - Design. In an engineering works this will be in the form of drawings and specifications. Before these reach their final form, several prototypes may be made and tested and the drawings revised a number of times. The designer will collaborate with the production engineer in order to ensure that the design can be manufactured satisfactorily and economically. However, whatever activities take place at the design stage they will end with a description, in the form of drawings and specifications, of the final product. This is a plan, and the subsequent production activity will be arranged to secure its fulfillment. leia todo o artigo

Roles For Human Resources Specialists - A study by Artur Victoria

The formulation of human resources strategy and policies specialists should act as advisors to and educators of top management. It is important that all of general management, and most especially top management, are human resources literate. But being a general manager usually means being literate about a lot of stuff and an expert on rather little, and unless the CEO or the division (or business unit or regional) chief has a human resources background, she is unlikely to be a working force expert. Some of human resources management is pretty straightforward common sense. Take, for instance, the design and redesign of performance appraisal systems. Given the number of different goals that performance appraisal serves, it is common sense how to achieve an appropriate balance. It's even harder to anticipate all the feedback effects that a change in performance appraisal practices will bring. leia todo o artigo

Objective Versus Subjective Measures In Human Resources Evaluation - A study by Artur Victoria

The desirability of objective/formulaic evaluation measures versus subjective/impressionistic measures hinges largely on considerations of strategy, technology, and culture. But either of these alternatives involves a number of complex considerations when it comes time to devise and implement a particular scheme.

Foremost among these complex considerations are perceptions of justice: An evaluation system that is purely subjective the evaluator simply announces whether she thinks the employee's performance is excellent, good, fair, or poor - is apt to score low on procedural justice, being too susceptible to caprice and bias by the evaluator. Some basis for the evaluation should be offered. But highly formulaic systems, applied in a non formulaic environment different individuals face different challenges, have access to different resources, and so on - are equally apt to be seen as unjust, because they miss all the distinctive factors applying to the individual being evaluated. A compromise scheme that uses objective measures, but tailors the "formula" to the individual situation, invites corruption or at least politicking in the formula - setting process, and as a result can lead to perceptions of procedural injustice. leia todo o artigo

Discretion In Human Resources - A study by Artur Victoria

In the hierarchical caricature of employment, we have supposed that the employer retains the bulk of authority to determine the terms of trade in the employment relationship as events unfold; the employee can trust the employer not to abuse that authority despite the lack of market-based discipline because of goodwill, a balance of power, or the employer's desire to protect her reputation.

This - the boss demands and the worker accedes - is the standard caricature image of employment; why else use the term boss? Yet although it is the standard caricature, in other employment relationships, custom and law dictate other decision-making procedures or what, in the jargon of economics, is called governance. There are cases, for example, in which the employee has most of the discretion. One example of this is the relationship between the CEO and the board of directors; the CEO is the employee of the Board, (in large part) it is the CEO who determines what to do on a day-to-day basis. A second example is the relationship between client (employer) and lawyer or physician (employee); the latter will in many, if not most, instances decide what tasks to perform and even what fees to charge. leia todo o artigo