Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees

This article investigates the interactive effects of chief executive officer (CEO) age and CEO attitudes toward younger and older employees on organisational age cultures. Data was collected from 66 CEOs of small and medium-sized businesses and 274 employees. Results were consistent with expectations based on organisational culture and upper echelons theories. The relationship between CEO age and organisational age culture for younger employees was negative for CEOs with a less positive attitude toward younger employees and positive for those with a more positive attitude toward younger employees. The relationship between CEO age and organisational age culture for older employees was positive for CEOs with a more positive attitude toward older employees and non-significant for those with a less positive attitude toward older employees. The findings provide initial support for the existence of organisational age cultures, suggesting that these cultures can be predicted by the interplay of CEO age and age-related attitudes.

Labour productivity in Iranian construction projects perceptions of chief executive officers

Purpose – The purpose of this paper is twofold. First, it aims to highlight the main factors and items affecting the productivity of construction projects, based on the perceptions of CEOs in construction companies in Iran. Second, the study compares the elicited CEOs’ perceptions against the findings of studies based on the views of such as project managers, middle managers and employees in other levels. Design/methodology/approach – The study drew upon literature on construction work to develop a conceptual model. Further, a total of 60 CEOs from road construction companies were surveyed using a five-point Likert scale questionnaire to generate the data. The collated data were categorised and ranked according to the CEOs perceived level of importance using the relative importance index. Findings – The findings highlight the main factors and items affecting labour productivity in construction projects in Iran as perceived by CEOs, which are mainly of human resources management nature and could be attributed to motivation and managerial policy aspects. The study also recognises that factors associated with the working environment particularly safety and health are perceived as insignificant by Iranian CEOs which could be a concern for the Iranian construction industry. The discussions shed some light on the discrepancies between the perceptions of CEOs and previous studies in regards to major determinants of productivity in the construction context. Originality/value – This study is the first study aiming at discussing the perceptions of CEOs of construction companies active in construction projects in Iran. As such, the study highlights the standpoint of the main decision makers in construction companies in regards to labour productivity in the construction sector. Thus, the key contribution of the present study is providing insight into the perceptions of CEOs, who play the most vital role in strategic development of construction companies whereas previous studies have mostly focused on project or middle managers having a lower influence in determining the strategic plans of companies.

Organisational development in local government

To a significant extent, Australian local government CEOs have opportunity to enhance their current understandings of and attitudes towards human resource imperatives such as organisational culture, employee empowerment and non-linear management practices. Improvements in these areas could better achieve organisational results as HR strategy intentions would be aided by congruent applications.

Identifying and developing executive skills

This study aimed to identify those skills which, individually or in combination, contribute to a high standard of management practice by Chief Executive Officers in Australia. Based on an extensive review of the literature, a skill taxonomy was developed to reflect current research findings. Verification of this taxonomy was sought through field questionnaires and depth interviews with male and female CEOs drawn from large and small organisations in both the public and private sectors. This led to a revised skill taxonomy, with 17 skills reflecting three significant categories; understanding and interpreting the external environment understanding and mobilising the internal environment and understanding and mobilising personal resources’ Eight of the skills were identified as key differentiating skills. They are situational, contingent and interdependent They reflect the broad context in which they are applied and their interrelationships in the wider environment. The research then sought to determine how these skills were acquired or developed. The motivation and capacity for continual learning was a key factor. The most effective learning took place in a randomised, unstructured, incremental and integrative fashion. Experiences associated with breadth, diversity, challenge and with reassessing perspectives and personal paradigms were of particular significance. It was found that an ordered, structured and purposive learning approach — as implied by most existing learning models — does not necessarily enhance the acquisition of the key skills; it may well impede their development. This led to the theoretical conclusion that there are three modes of learning relevant to senior executives; instrumental learning (‘learning to do’), systemic learning (‘learning to be’) and meta-learning (‘learning to learn’). The implications are drawn out, with particular reference to the experiences and facilitative organisational environments needed for the development of systemic and meta-learning; the modes considered of most importance if senior executives are to be able to effectively respond to the organisational and environmental challenges they face.

The Whig almanac, and politician's register, for 1838 : containing full tables of the votes for president in the several states by counties, compared with the votes cast in the same states and counties during the last year. : With a list of the chief executive and judicial officers of the United States, and members of Congress. : Also, a variety of anecdotes, bon mots, and other political matter, besides the usual almanac tables, &c. &c.

Drake, M. Almanacs,

The characteristics, responsibilities and future of chief information officers in the public sector

This chapter presents a model which depicts the critical factors and assists in understanding the demands and effectiveness of Chief Information Officers (CIO) in public sector organisations. The chapter explores the literature on public sector CIO addressing personal and professional characteristics. It also reviews the literature pertaining to the responsibilities and career advancement and future directions in Government departments. The authors adopt a qualitative methodology by which semi-structured interviews are conducted with CIO representatives from a State Government in Australia. From collation of the interview results, utilising a ‘mind mapping’ strategy, the chapter identifies a model that adequately reflects the critical factors required for a public sector CIO. The chapter concludes that there are certain unique characteristics and responsibilities that a public sector CIO must possess yet a private sector CIO does not require. The chapter also acknowledges the importance of outlining a future direction of the role; something which is neglected by the literature.

Perceptions of chief executives of Texas Catholic health care institutions regarding the poor and the provision of Catholic health care

Perceptions of chief executive officers (CEOs) of Texas Catholic health care institutions regarding the poor and the provision of Catholic health care were the focus for this study. A total of 40 health care administrators were asked to participate in a survey. Thirty-seven CEOs responded, including seven religious superiors, six health system CEOs and 24 hospital CEOs. Survey items concerning Catholic health for the poor centered on obligations and responsibilities of Catholic hospitals, means of achieving those obligations, and assessment of whether hospitals' objectives were being met. In addition, respondents' attitudes and beliefs about poor people in general were examined. Independent variables were CEO type, gender, religious preference, member of a religious order, and educational preparation. For purposes of analysis, most survey items were classified by level of consensus exhibited by respondents. The respondents to this survey agreed on most issues concerning poor people and the provision of Catholic health care. However, there were areas of disagreement particularly in Part I of the survey which dealt with responsibility/obligation, means/methods, and assessment of health care delivery for the poor. ^

Regulating non-executive directors in Australia : a socio-legal approach

Discusses the role of legislation and codes of conduct in influencing the behaviour of non-executive directors. Outlines the functions of a board of directors and considers the role on non-executive directors in particular. Traces the development of standards of skill required on non-executive directors both under the Australian Corporations Act 2001 and under common law. Questions whether these have brought about a real change in behaviour. Considers whether professionalisation of directorship could be more effective.

Transnational business masculinities : media representations of gender and management in global mining corporations

This paper examines Australian media representations of the male managers of two global mining corporations, Rio Tinto and BHP Billiton. These organizations are transnational (or multinational) corporations with assets and/or operations across national boundaries (Dunning and Lundan, 2008), and indeed their respective Chief Executive Officers, Tom Albanese and Marius Kloppers are two of the most economically (and arguably politically) powerful in the world overseeing 37 000 and 39 000 employees internationally. With a 2008 profit of US$15.962 billion and assets of US$ 75.889 Billion BHP Billiton is the world's largest mining company. In terms of its profits and assets Rio Tinto ranks fourth in the world, but with operations in six countries (mainly Canada and Australia) and a 2008 profit of US$10.3 billion it is also emblematic of the transnational in that its ‘budget is larger than that of all but a few nations’ (Giddens, 2003, p. 62).

A Risky Business: An Examination of Irish Probation Officers Attitudes and Work Practices Regarding Risk Assessment

This article examines recent research on risk assessment and probation practice in Ireland and relates the findings to the ongoing debate regarding risk management practices in probation. The piece discusses current theoretical arguments on the influence of risk in criminal justice and outlines the impact of risk discourse on probation practice in Ireland and England and Wales. Using a mix of qualitative and quantitative methods, Irish probation officers’ attitudes are examined in order to highlight key issues facing probation officers when making risk decisions. These findings are compared and contrasted to other research results from England and Wales. All the conclusions identify both positive and negative consequences of adopting risk tools and point to the continued salience of clinical judgment over actuarial methods of risk assessment. It is argued that the research highlights the role of ‘resistance’ by criminal justice professionals in mediating the effects of the ‘new penology’ at the level of implementation. The idea of resistance holds particular relevance for probation practice in Ireland where professional discretion is maintained within the National Standards framework. Despite this, to date there has been an uncritical approach taken to risk assessment which may ignore the dangers of risk inflation/deflation and the need to take into account local factors in assessing risk of reoffending

Relación entre los estilos de liderazgo y los niveles de resiliencia de los subordinados

El presente documento hace un análisis de la influencia que ejercen los diferentes tipos de liderazgo, carismático y transaccional, de un directivo de una organización sobre los subordinados de la misma, que a su vez afecta positiva o negativamente el nivel de resiliencia de los mismos. De la misma forma, se ha identificado la relación que existe entre el nivel de resiliencia de los subordinados de una organización y el cumplimiento de objetivos corporativos de la misma. Todo lo anterior se justifica en la economía globalizada de la que ahora hacemos parte que obliga a las empresas a generar nuevas estrategias de competitividad dentro de ambientes turbulentos y cambiantes donde, el desarrollar y motivar el recurso humano de la organización toma importancia para la ejecución exitosa de estrategias diferenciales.