ceofocus(doc15)-经营管理(编辑修改稿)

ceofocus(doc15)-经营管理(编辑修改稿)内容摘要：

nologies Organization Design 6 PART II Span of Control At every level we need to decide the span of control and direct reporting relationships. Ma r k e t Fac i ngSol ut i onOw ner sMa r k e t Fac i ngSol ut i onOw nerOp t io n 1 Op t io n 2C EO C EOMa r k e t Fac i ngGrou p Ow nerMet Technologies Organization Design 7 Hierarchy Design Alternatives Determining which level of stakeholders the CEO needs to focus attention on aids in determining the appropriate anizational structure S h a r e h o ld e r sBo a r dClie n t sOp e r a t io n sC EOPr e s id e nt / C OOC FOAlt e r n a t iv e 1C EOSa le sOp e r a tio nsC FOAlt e r n a t iv e 2C E O amp。 P r esi den tAlt e r n a t iv e 3Key Sta k e h o ld e r sLega lP ro s:• Nu mb e r o f d ir e ct re p o rts t o CEO a rere d u ce d , e n a b li n g CEO t o p ri ma ri lya d d re ss e xt e rn a l st a ke h o ld e rco mm u n ica t io n s• Th e o ve ra ll b u sin e ss o wn e r is a b le t of o cu s p ri ma ri ly o n cli e n t s a n d o p e ra t io n s• L e ve ra g e o f p ro d u ct s• S e p a ra t e st ra t e g y f ro m t a ct ics• P ro vid e s cre a t ive t e n sio n a n d ma rke tre sp o n sive n e ssCo n :• CEO se ce d e s p ri ma ry o wn e rsh ip o fcli e n t s a n d o p e ra t io n sP ro s:• Tre a t s cli e n t s a s a n o rg a n iza t io n a l a sse t• Nu mb e r o f d ir e ct re p o rts t o CEO a rere d u ce d , e n a b li n g CEO t o p ri ma ri lya d d re ss e xt e rn a l st a ke h o ld e rco mm u n ica t io n s• Th e o p e ra t io n s o wn e r is a b le t o f o cu sp ri ma ri ly o n o p e ra t io n s• A ll o ws CE O f o cu s o n st ra t e g yim p le me n t a t io n a n d ch a n g eCo n :• CEO se ce d e s p ri ma ry o wn e rsh ip o fcli e n t s a n d o p e ra t io n s• P o t e n t ia l misa li g n me n t b e t we e n t h e cli e n ta n d o p e ra t io n s co mp o n e n t sP ro s:• CEO is d ir e ct ly ma n a g in g a ll a sp e ct s o ft h e b u sin e ssCo n :• CEO mu st sp li t t im e , e n e rg y a n dre so u rce s b e t we e n a ll st a ke h o ld e rsB usines sMet Technologies Organization Design 8 PART III Leadership Competency Summary Section One: Existing Leadership Competencies at Met Technologies Corporation Visionary Thinking: Has a clear vision for the business or operation。 maintains a longterm, big picture view。 foresees obstacles and opportunities。 generates breakthrough ideas. Driving Execution: Assigns clear authority and accountability。 directs change while maintaining operating effectiveness。 integrates efforts across units and functions。 monitors results。 tackles problems directly and with dispatch. Drive for Stakeholder Success: Sets and pursues aggressive goals。 drives for results。 demonstrates a strong mitment to anizational success。 works to do what is best for all stakeholders Leadership Versatility: Plays a variety of leadership roles(., driving, delegating, supporting, coaching) as appropriate。 adapts style and approach。