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The article reports that there seem to be two kinds of managers in the world: one, those who have fallen into the role and who try to make the best of it, sometimes succeeding and sometimes not; and, two, those who take on the duties of management with clear intention, who prepare for the role and embrace it when the opportunity arrives. The author says that it is her experience that there is a definite difference in how these two kinds of managers perform and in their impact on their organizations' bottom lines--whether the bottom lines are measured in dollars and cents or in social outcomes.

Presents the opinion of European and American new-media executives on challenges in the online music business. Gianluca Dettori, chief executive officer (CEO) of Vitaminic; Larry Miller, president of Reciprocal Entertainment; David Stockley, CEO of DX3; Ted Cohen, vice president (VP) of New Media, EMI Recorded Music; Martin Craig, VP of New Media, Warner Music International; Ken Potashner, CEO/chairman of SonicBlue; Others.

Investigates the executive problems experienced by Compaq Computer Corp. Bad advice received by chief executive officer Eckhard Pfeiffer; Strained relations between Pfeiffer and the company's senior executive team; Statistical information on the financial performance of the company.

The article discusses how managers can use their gut instinct in business. According to the author, a senior director taught him that a good manager is one that puts his gut instinct into play before making decisions. The author explains how gut instinct can be applied in interviewing job applicants, meetings, disciplining employees, giving positive feedback and selecting vendors or contractors.

The article discusses the construction industry executives and their concerns regarding a reported tightening of the labor market in North America as of June 2013, focusing on potential construction projects in the global energy and petrochemical markets. A Credit Suisse-sponsored industry-sector conference, which was held in the Manhattan section of New York, New York on June 6, 2013, is also mentioned. Other topics include temporary employees and the Jacobs Engineering firm.

The author suggests several strategies that an information technology (IT) executive may apply to develop a service mentality. The first strategy is developing a "WE" mindset, wherein both internal IT and business clients are inclined in doing the best job for the company. The second is loving complaints, as this is considered one communication with IT. The third is making every interaction count, that, is, impressing clients with truths. The fourth, further, is reminding that being subservient, insincere, and inconsistent will never do good while building a good impression to the client.

Discusses the attitudes and attributes of chief executive officers (CEO) in companies. Views by employees and colleagues on CEO of companies; Teachings of Johann Wolfgang von Goethe.

Discusses comments made by chief executive officers of several high technology firms and translates what these comments really mean. What John Chambers really meant when asked about competition; What comments from Rich McGinn about fighting Chambers meant; What Eric Benhamou really meant about his comments regarding the unsuccessful 3Com acquisitions.

Provides information on a hospital executive who is an affection addict. Details on his attitude; Reason for firing him despite of his good performance.