search query: @journal_id 75 / total: 683
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| Author: | White, J. Pore, J. |
| Title: | Why new executives often fail. |
| Journal: | Management Decision
1991 : VOL. 29:7, p. 10-14 |
| Index terms: | LEADERSHIP CHANGE MANAGERS DECISION MAKING |
| Language: | eng |
| Abstract: | The first six months or so of a new senior executive's appointment are crucial to his or her success. Two contrasting case studies are presented, one of an executive who acted too hastily, and one who deferred action for too long. There is no right or wrong way for a new executive to act, it is argued, so success will be based on a thorough understanding of the brief, and the culture in the organization to which the executive has been appointed. Usually the new executive is expected to implement a fundamental change to the organization, a financial turnaround, a restructuring or a novel business strategy. A three-phase process of knowledge building, commitment building and action taking is suggested. |
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