The Changing Role of the Chief Executive |
From inside the book
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Page 12
... James Gulliver pointed out a great deal of business decision making is still based upon ' judgement ' . The Chief Executive " must have judgement because so much of business decision making is still subjective " . Another aspect of the ...
... James Gulliver pointed out a great deal of business decision making is still based upon ' judgement ' . The Chief Executive " must have judgement because so much of business decision making is still subjective " . Another aspect of the ...
Page 30
... James Gulliver uses his financial control as the basis for the other aspects of running his business . He uses his monthly management accounting system for analysing the performance of departments or companies under his control and then ...
... James Gulliver uses his financial control as the basis for the other aspects of running his business . He uses his monthly management accounting system for analysing the performance of departments or companies under his control and then ...
Page 33
... James Gulliver believes that the most fundamental financial controls are exercised simply by a monthly assessment of profit against the cash flow . Clearly this has become more important in recent economic circumstances , but he still ...
... James Gulliver believes that the most fundamental financial controls are exercised simply by a monthly assessment of profit against the cash flow . Clearly this has become more important in recent economic circumstances , but he still ...
Contents
The Chief ExecutiveManaging Director | 7 |
Relationships with other Members of the Board | 18 |
Decision Making and Control | 24 |
5 other sections not shown
Common terms and phrases
accepted achieve activities Adrian Cadbury Albright & Wilson André Grenfell appointed areas attitude background basis Beaverbrook Newspapers became becoming believes Brian Nicholson British American Tobacco British Steel Corporation Bryan Quilter Cadbury Schweppes Campbell Fraser Chairman CHAPTER Chief Executive Chief Executive's role clearly colleagues company's concerned David Livingstone day to day decision develop dominant Duke Hussey economic educated emerge employees Executive Committee factors feels financial control forecast function fundamental Government growing influence interviewed involved Jack Steinberg James Gulliver Johnson & Johnson Ken Webb large number main board major Managing Director marketing ment Nigel Broackes operation organisation Pat Matthews person Peter Cadbury Peter Mitchell problems profit public corporations relationship requirement responsibility Roger Lamberth running Seagram senior shareholders short term Sir Adrian Cadbury Sir Monty Finniston Sir William Ryland situation Steinberg tion tive Trafalgar House Westward Television whilst