Search

Highlights the efforts by Worthington Industries Inc. management executives on preserving the companies corporate culture. Management of organizational changes; Comments from John Christie, president and chief operating officer at Worthington Industries Inc.; Management of joint ventures and acquisitions at Worthington Industries.

Features the Aspen Institute, where leaders, from business and other fields, investigate and challenge their own beliefs, attitudes, values and assumptions. Techniques used to uncover values; Reading materials used to better understand Western civilization; Reasons why leaders fail followers.

Focuses on factors influencing the managerial skills of executives. Relationship between management success and intelligence; Influence of educational background on the management style; Importance of organizational ability; Relevance of a sense of organizational power and influence.

The article focuses on the human resources of a business enterprise and the importance of engaging them. It mentions that the employees of a business enterprise are important in the ability of the firm to compete with other businesses. It cites the research of Harvard Business School Publishing, which shows executives recognize the advantage of a highly-engaged workforce in a highly competitive market.

Presents the characteristics of business executives according to their zodiac signs.

Presents Christopher Parker's strategy for managing change within an organization. Background on Parker; Education; Evaluation of managers' behavior; Presentation of the course `Mobilizing People Program'; Self-assessment for managers; Course activities. INSET: Destructive defenses..

Several letters to the editor are presented in response to articles in previous issues including "Knuckleheads I've Worked for" about egos of many corporate leaders in the September 11, 2013 issue, "Fracking: Its Better Than the Alternatives" in the August 6, 2013 issue, and an article on the removal of baby-boomers from engineering.

The article discusses the author's perspective on purpose-driven capitalism in business. He related the topic to the statement of Jim Rogers, chief executive officer of Duke Energy Corp., which stresses the importance of purpose-driven capitalism as vital element to business success. The author also emphasizes that executives belief that businesses need to refocus on purpose, values and on significance, and not only in making profits.

The author reflects on how innovative companies are run. He stresses that during economic hardship, innovation is an important issue among companies and many argue that it should start at the top. He mentions several studies that highlight the qualities of chiefs executive officer (CEOs) who run innovative companies. He also suggests that CEOs should remain assertive of themselves and should not be affected by obstacles or people that may affect their business.

The author reflects on the importance of negative thinking and the problems which could arise from manager's excessive optimism in handling uncertainties in automotive and financial firms. The author relates a study on the behavior of relating bad events to wrong causes and suggests that projects with overly positive projections tend to end in disappointments. He points out that negative views induces critical thinking and notes the significance of negative thinkers in firms.

The article comments on the factors that contributed to unemployment in the manufacturing industry in the U.S. It expresses disappointment over the attitude of some chief executive officers (CEO) toward hard-working employees. It implies that employees who were laid-off are not the skilled labor needed by companies. It notes the eagerness of state governments whenever a big company wants to establish a new facility in their area.

The author expresses his concerns on the condition of the manufacturing industry in the U.S. He cites that he is bothered about executives who demand trust and respect but failed to earn neither. He mentions that leaders treat messengers improperly instead of paying attention to the content of messages. He emphasizes that many people in the manufacturing sector are making efforts and promoting innovation to improve the industry.

Offers a look into the attitude of a corporate executive in determining whether an employee is a team player or from a rival's group. Points of reference in an employee's behavior towards his work; Significance of weekly reports; Claim that executives do not want to hear excuses for failures.

Urges corporate leaders to discover their passion so that they can help inspire their colleagues. Attitude of some corporate leaders; Important of role of corporate leaders; Benefits of inspiring colleagues.

Criticizes the use of intimidation by executives in leading their employees. Features of the warrior archetype of executives; Stories illustrating the hot tempers of executives; Benefits of servant-leadership to executives.

Part III. Examines the role of managers in personnel management. Guidelines for business executives on dealing with employees; Key to management success in the future.

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.

Lists the qualities of business leaders for year 2000. Analysis on the qualities of business leaders.

Presents statistics on executives' use of the Internet among industrialized countries. Country whose executives use Internet the most; Country whose executives use the Internet least.

Emphasizes the importance of visionary executives to companies. Examples of companies that thrived and become successful because of the visions of their executives; Comment on the idea of Robert F. Kennedy about visions and visionaries; Products and innovations that were made because of visions.

Focuses on leadership. Advantage of a strong leadership; Role of a leader; Most important aspect of leadership.

Discusses the importance of paying rank and file employees fairly. Effect of giving top priority to supporting and paying employees; Essence of a good management; Biggest error managers make.

Provides information on business leadership. Information on an ancient Arabian proverb that describe four sorts of leaders; Attitudes of leaders; Importance of the attitude of followers on a successful leadership.

Provides information on the strategies of several executives to involve employees in making corporate decisions. Comments of executives on boardroom meetings; Breakfast meetings with employees conducted by Palmer Reynolds, president and chief executive officer of Phoenix Textile Corp.

Presents information on unconventional insights given by corporate leaders and academicians on leadership skills and approaches. Information on corporate meetings; Tasks of the corporate center; Chief executive officer's (CEO) job in a creativity-driven company.

Deals with the importance of short breaks on executives to be able to work properly and productively according to the book `Working Wonders: 60 Quick-Break Techniques to Beat Burnout, Boost Productivity, and Revive Your Workday.' Information about the optimal work period and the benefit of muscle relaxation and yogic breathing; Effects of frequent breathing to executives during work hours.

Editorial. Focuses on the author's view on treatises on the `executive of the future' or some character traits believed most crucial to success in the 21st century. Most successful entrepreneurs of the 21st century; Executives whose success has not resulted from technological understanding; Prosaic views of Thomas J. Watson, former chairman of International Business Machines (IBM) about his own job.

Reveals how an unprincipled manager could cause trouble in an organization. Characteristic of being superficially pleasant to everyone; Attitude of blaming others to protect one's image.

Reports on the difficulty of professionals and executive types in dealing with their bosses. Treatment of the subject by comedians; Coping with and causes of job stress; Benefits of `motivational' engineering; Result when corporations create a climate in which people are encouraged to motivate themselves.

Discusses the common business practice of `stealth management' among senior executives, which entail giving directives with insufficient explanation and no background. Case example of stealth management in practice; Negative effect of the practice on businesses; Need for changing the practice.

Reports on the result of the survey conducted by Robert Half International about the working attitudes of executives in the United States. Percentage of executives who take work home.

Discusses how European managers cope with the uncertainty in the business climate in Europe. Attitude toward globalization; Dealing with political instability and economic uncertainty; Efforts to change industrial organization's culture; Attitude towards success.

Focuses on Bruce Cryer's opinion regarding the need for people to have more caring attitudes towards others and its importance in business. Effects of lack of care; Shifts in business structures; Need for managers to have compassion for themselves.

Editorial. Recommends that management executives determine what they want their organizations to stand for to use as a guide to direct their marketing efforts. Advertising decision made by Arlo Smith as an example; Attorney General Janet Reno's move to dress down mass-media moguls to clean up their act; Need for managements to consider the impact of their advertising supports.

Editorial. Comments on the impact of the concept `family friendly' on managerial attitudes. Entries to `Working Mother' magazine's list of top 100 family friendly companies; Corporate emphasis on tenderness; From the customers' point of view.