Handbook of Top Management Teams [electronic resource] /
Bournois, F.editor.
Duval-Hamel, J.editor.
Roussillon, S.editor.
Scaringella, J.editor.
Questions of company governance have been examined over the years, but this has generally been in areas concerning shareholders. Meanwhile the management team and board of directors remain comparatively unexplored. This book has been written to provide a way into this relatively unknown world of executive committees.
Description based upon print version of record.
Cover; Titlepage; Copyright; Contents; List of Tables; List of Figures; Acknowledgements; Foreword by Donald C. Hambrick; Notes on Contributors; Introduction: Executive Governance and Top Management Teams; A. Who Are the Top Managers?; Part I Management Teams; 1 Top Management Teams; 2 Profile of the Top Executives of CAC 40 Companies; 3 Diversity and Top Management Teams; 4 Performance of Top Management Teams: The Dynamics of Elective Affinities; 5 Company Culture and Chief Executives
6 Managing Strategic Contradictions: A Top Management Team Model for Simultaneously Exploring and Exploiting7 Learning in Executive Teams and Replacing the Chief Executive; Part II Top Managers' Networks; 8 Company Executives: A Possible New Social Group; 9 The HRD (Human Resources Director) MD (Managing Director) Double Act; 10 The Entourage of the Top Executive: Definition and Functions; 11 Strategic Human Resource Management of Top Management Team Social Networks: Controlling Executive Relationships for Enhanced Organisational Advantage; Part III Careers and Motivations of an Elite
12 The Internal Career Orientations of Executives13 Career Anchors for Leaders; 14 Career Management Practices; 15 The Path of the Top Executive; 16 Senior Executive Compensation in France: Principles and Practice; 17 Pay and Performance at Director Level; 18 The Shadow Side of Leadership; 19 Top Executives: Under Pressure and Putting Pressure; 20 Management of Health Assets: Are Top Executives Up to It?; 21 Stress Takes a Toll on Leaders; 22 Toxic Leadership: A Conceptual Framework; B. Where do Top Executives Come From?(The Origin of Top Executives); Part IV Selection of Top Executives
23 Identifying Future Managers and Developing Top Potential24 The Singular Origin of Top Managers in France; 25 Background, Identification and Training of Executives in France and Germany; 26 The Process of Initiation for the Future Senior Executive; 27 Coaching: Who Wants to Be a Top Executive?; 28 The Role and Influence of Firm Founders; 29 Company Management and Institutions: The Contribution of Neo-Institutionalist Theories; Part V Training and Competencies; 30 Executive Education: A Process of Continuous Development; 31 The Training of Top Executives; 32 Leadership Development Evaluation
33 Unconventional Paradigms in Management: When Should Top Management Leave the Groove towards Nonconformity? The Cases of the Black Box Model and Monetary Incentives34 Emotionally Intelligent Leadership at the Top; C. What Are Top Executives Doing?; Part VI Leadership; 35 Reducing Violence, the New Role of Top Executive; 36 The Top Executive's Martial Art: His Strategic Approach; 37 Human Excellence and Governance: The Confucius Challenge; 38 Stages of Leadership Development; 39 The Theory of Organisations and the CEO; 40 Leaders' Self-Defeating Response to Perceived Underperformance
Part VII Decision-Taking Process
Includes bibliographical references and index.
Questions of company governance have been examined over the years, but this has generally been in areas concerning shareholders. Meanwhile the management team and board of directors remain comparatively unexplored. This book has been written to provide a way into this relatively unknown world of executive committees.
Management.
Management.