Chief execs seen to undervalue HR skills

Thatcher, Mike
May 1996
People Management;5/16/1996, Vol. 2 Issue 10, p6
Focuses on the result of the survey of Hewlett Associates regarding corporate attitudes in Great Britain. Reactions of the corporate world in the survey's result; Relevance of experience in human resources (HR) in appointments to remuneration committees; Comparison of the survey to the Greenbury report of 1995.


Related Articles

  • What I would like to see in my CEO. Chatterji, Deb // Research Technology Management;Jul/Aug94, Vol. 37 Issue 4, p8 

    Presents the author's opinion of what attributes he would like to see in his chief executive officer (CEO). Curiosity, clarity and consistency; Credibility, conviction and confidence; Effectiveness; Ways by which the research and development director can influence his relationship with the CEO.

  • Keeping the boss informed--three ways. Harris, Grady W. // Research Technology Management;Jul/Aug94, Vol. 37 Issue 4, p11 

    Presents three cases on the methods by which the chief executive officer (CEO) is informed of company proceedings. Knowing the key communication tools for the CEO; Monthly project review meetings and the critical path project schedule; On-site visits; Project Showroom presentations; Attributes...

  • Hard drives. Calem, Robert E. // Crain's New York Business;12/13/93, Vol. 9 Issue 50, p19 

    Discusses the attitudes of chief executive officers (CEOs) concerning utilization of computers. Computerphobic CEOs; Technologically proficient CEOs; Definition of executive computer literacy; Benefits from using a personal computer.

  • Quick take. Allerton, Haidee // Training & Development;Aug96, Vol. 50 Issue 8, p8 

    Reports that 70 percent of chief executive officers are introverts.

  • The times, they are a-changin'.  // CMA Magazine;Jun95, Vol. 69 Issue 5, p47 

    Reports that top executives in North America and Europe expect to change their organizational structure, workforce diversity and international scope. Strategic alliances; Changes in marketing strategies.

  • Why executives derail. Ramos, John // Across the Board;Nov/Dec94, Vol. 31 Issue 10, p16 

    Discusses how the attitude of a chief executive officer can affect his career. Flexibility of management; Feelings of superiority; Ability to make decisions. INSETS: Assessing accurately, by J.R.;Patterns that predict performance, by J.R..

  • The changing role of the CEO. Fitzpatrick, Doreen D. // Westchester County Business Journal;5/30/94, Vol. 33 Issue 22, CEOs p3 

    Reports on the changing role of chief executive officers (CEOs) as a result of shareholder activism. Importance of being a consummate communicator; Accountability of executives; Challenge of maintaining the feeling and thinking of the entrepreneurs who started the company.

  • Reap as ye shall sow. Smolowe, Jill // Time International (South Pacific Edition);02/12/96, Issue 7, p44 

    Focuses on the corrupt practices of chief executive officers (CEO) in order to make a lot of money for themselves. Reference to chief executive officers laying off employees, merging and acquiring at a record pace; Other actions taken by CEOs to ensure they pocket a lot of money; Comments from...

  • CEO confidence check.  // American Nurseryman;12/1/95, Vol. 182 Issue 11, p8 

    Presents results of a survey on the confidence of top business leaders in the United States. Survey conducted by The Conference Board; Business confidence among American chief executives in the third quarter of 1995; Attitude regarding the current state of the American economy; Population used...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics