What Chief Executives and Senior Managers Want from Their IT Departments

MIS Quarterly ◽  
1990 ◽  
Vol 14 (1) ◽  
pp. 15 ◽  
Author(s):  
Tony Moynihan
2008 ◽  
Vol 32 (1) ◽  
pp. 7 ◽  
Author(s):  
Alison Choy Flannigan ◽  
Prue Power

IN RECOGNITION OF the importance and the complexity of governance within the Australian health care sector, the Australian Healthcare and Hospitals Association has established a regular governance section in Australian Health Review. The aim of this new section is to provide relevant and up-to-date information on governance to assist those working at senior leadership and management levels in the industry. We plan to include perspectives on governance of interest to government Ministers and senior executives, chief executives, members of boards and advisory bodies, senior managers and senior clinicians. This section is produced with the assistance of Ebsworth & Ebsworth lawyers, who are pleased to team with the Australian Healthcare and Hospitals Association in this important area. We expect that further articles in this section will cover topics such as: � Principles of good corporate governance � Corporate governance structures in the public health sector in Australia � Legal responsibilities of public health managers � Governance and occupational health and safety � Financial governance and probity. We would be pleased to hear your suggestions for future governance topics.


1973 ◽  
Vol 47 (3) ◽  
pp. 289-316 ◽  
Author(s):  
Terence R. Gourvish

An examination of the chief executives of leading British railways from 1850 through 1922 indicates that they emerged from predominantly upper-middle and upper class origins, and that they represented a new kind of bureaucratic business elite which enjoyed rising incomes and growing social status. In addition, available evidence reveals nothing to suggest that “executive immobility” was characteristic of British railway management, or that the railways were particularly inefficient or unprogressive in their choice of senior managers.


2012 ◽  
Vol 8 (4) ◽  
Author(s):  
John R Martin

The roundtable at which Professor Mulgan presented his paper was attended by over 40 participants, including past and present ministers, chief executives and senior managers, academics, independent researchers, observers and commentators. The discussion was conducted under the Chatham House Rule. The following is a summary record. 


2021 ◽  
Author(s):  
◽  
Sharon Mary Rippin

<p>Research on the competencies required by effective New Zealand managers is lacking. This thesis addressed this deficiency by identifying the competencies managers use to assess the effectiveness of managers across organisations and industries in New Zealand. The research was carried out in two parts. First, repertory grid interviews were conducted with 225 chief executives and senior managers from 75 organisations. They described the constructs that differentiated their effective and less effective senior managers. Six independent people categorised the interview constructs, which were incorporated in a questionnaire. In the second part of the study, 185 managers from two organisations rated a manager they regarded as effective on the constructs, as well as their overall effectiveness. The questionnaire analysis revealed a six-factor managerial effectiveness model. One main factor (interpersonal Skills) contributed over 40% of the variance. The five other factors (Conscientious and Organised, Strategic Behaviour, Problem-Solving, Drive and Enthusiasm, and Honest Feedback) contributed between 1.6% and 6% of the variance. The factors were similar to non-New Zealand competency models and the frequently cited Big Five personality factors. The implications of these findings are discussed, as well as issues related to identifying and implementing competencies.</p>


2021 ◽  
Author(s):  
◽  
Sharon Mary Rippin

<p>Research on the competencies required by effective New Zealand managers is lacking. This thesis addressed this deficiency by identifying the competencies managers use to assess the effectiveness of managers across organisations and industries in New Zealand. The research was carried out in two parts. First, repertory grid interviews were conducted with 225 chief executives and senior managers from 75 organisations. They described the constructs that differentiated their effective and less effective senior managers. Six independent people categorised the interview constructs, which were incorporated in a questionnaire. In the second part of the study, 185 managers from two organisations rated a manager they regarded as effective on the constructs, as well as their overall effectiveness. The questionnaire analysis revealed a six-factor managerial effectiveness model. One main factor (interpersonal Skills) contributed over 40% of the variance. The five other factors (Conscientious and Organised, Strategic Behaviour, Problem-Solving, Drive and Enthusiasm, and Honest Feedback) contributed between 1.6% and 6% of the variance. The factors were similar to non-New Zealand competency models and the frequently cited Big Five personality factors. The implications of these findings are discussed, as well as issues related to identifying and implementing competencies.</p>


2021 ◽  
Vol 3 (1) ◽  
pp. 3-15
Author(s):  
Ramdas Lad

Nainital is a famous tourist destination of India, attracting hundreds of both domestic and foreign tourists every year. Some of the important places in the district are Nainital City, Hanumangarhi, Haldwani, Kaladhungi, Ramnagar, Bhowali, Ramgarh, Mukteshwar, Bhimtal, Sattal and Naukuchiatal. However, Nainital also faces an unsure future, near-stripped of its natural heritage, invaded by vested interests. Moreover, it is converting into concrete jungles. There is an urgent need to embrace conservation of natural resources and to conserve and cherish the value of local traditions, customs and cultural heritage. Thus, ecotourism has a huge potential to attract tourists to Uttarakhand State without destroying or degrading the natural or cultural assets that the visitor has come to see. The primary data was collected using questioners filled mainly by tourists, chief executives, senior managers, mangers and other staff of the organizations. Statistical tools were used to analyze data. In addition, secondary data was taken from the various journals, books and research papers. It was revealed that ecotourism would provide employment and business opportunities to trained individuals of the state. Accordingly, conservation management and tourism activities may provide equitable, social and cultural benefits to men and women of Nainital community through education, training and creation of full time employment opportunities.


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