Diss.

It is necessary to address the barriers experienced by female middle managers in the coal mining industry in order to ensure their retention and personal growth. Mining in South Africa is still a male dominated industry. Prior to 1996, women were not allowed underground until the promulgation of the Mine Health and Safety Act of 1996. It is almost 12 years since women were allowed underground, but very few women are visible in management positions in the coal production environment. A minimum of 35 middle managers in the coal mining industry participated in both the quantitative and qualitative part of the research. The research reveals that human resources department is more masculine characteristic than production, financial and technical departments. The latter three are androgynous. Both male and female managers perceive a “successful manager” as androgynous, a transition from “think manager, think male”. This also contradicts a similar study carried out in European Banks, finding female managers to be masculine. There was no significant difference found in this research between male and female managers regarding their perceptions of what constitutes a “successful manager”. Findings from the research will assist organisations in the coal mining industry to understand barriers affecting the advancement of women in management. The research will also provide recommendations to organisations on how to change their cultures and work environments in order to develop suitable environments for women managers to flourish and achieve their potential. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Definition and basic theoretic information about Corporate Governance of big industry company Description and Analyse of corporate Management, the functions of Top Management Members, their role in relationship to owners / shareholders (describtion of used tools for internal control of government, investment and tools for financial analyses)

Este estudio examina el impacto de los anuncios de cambios de Gerente General o Chief Executive Officer (por sus siglas en ingles CEO) en los retornos accionarios de las principales empresas que cotizan en la bolsa limeña. Se emplea la metodología de análisis de eventos con una muestra de 22 anuncios desde el año 2000 hasta el 2015. Los resultados muestran que los anuncios de cambios de CEO provocan una reacción en los participantes del mercado, viéndose reflejado en el cambio de patrón de los retornos de cada firma, días antes y después del anuncio. Teniendo como resultado para algunas firmas, retornos acumulados positivos y para otras firmas retornos negativos, ello depende de la valorización que el mercado le da al nuevo CEO. Este resultado está acorde con la literatura, la cual nos brinda 3 hipótesis que explican porque son más o menos valorizados los CEOs por el mercado. La hipótesis de la capacidad, sostiene que los gerentes tienen diferentes habilidades, por consiguiente la empresa busca el mejor talento disponible para la dirección de la misma, respondiendo el mercado de manera positiva. Por otro lado, para las empresas que obtuvieron retornos anormales negativos, la teoría de la información indica que para los participantes, el cambio de CEO, es una revelación de información de una gestión de bajo rendimiento. Por último, para la teoría scapegoat o de sustituibilidad, los retornos accionarios no deberían cambiar su patrón, puesto que el CEO es sustituible y todos los gerentes poseen las mismas habilidades.

Magister Commercii - MCom / CEO’s compensation, as a global management problem, has been a matter of continuing argument in Western economies, over the last two decades. However, the relationship between CEO compensation and firm performance is still weak, resulting in the CEO overpaid problem being more severe, since the financial turmoil experienced in 2008. The purpose of this study was to investigate whether firm performance justifies CEO remuneration, by comparing South African and Chinese stock-holding banks. The motivation for this study was to understand the correlation between CEO remuneration and the value they added to shareholders. It was anticipated that the results would contribute to exploring whether CEOs were overpaid for what they produced, and help companies to adjust their compensation frameworks. The researcher employed a quantitative approach to ascertain compensation alignment with firm performance. The sample for this current research, from which the data were collected consisted of ten (10) banking institutions (5 South African and 5 Chinese). The findings for the South African banks revealed that the CEO’s remuneration was positively and significantly related to the firm performance; however, the strength of the relationship showed a declining tendency. Additionally, the non-apparent relationship between CEO compensation and firm performance for Chinese banks, indicated the weakness of the pay-performance structure in China. This result may help companies and shareholders to adjust the existing management system, and standardize executives’ responsibilities that would reduce, and avoid many enterprise management loopholes, while improving the development of the nation’s economy, and attracting foreign investors.

As a CEO assumes an important role in an organization, his or her personality, with emphasis on arrogance, may affect a multitude of board members’ attitudes. This study gauges the effect of CEO arrogance on board members’ attitudes, which includes the engagement; cohesiveness; collaboration; job satisfaction; consensual decision making and desirability of the CEO. This investigation drew from existing literature that personality traits affect a leaders’ effectiveness in terms of group performance and followers’ satisfaction (Avolio, Gardner, Walumbwa, Luthans&May, 2004). Through experimental design, actual board meetings were simulated and CEO arrogance was manipulated, mainly by adapting the indicators from the Arrogance Scale in the Workplace developed by Johnson et al. (2010). Experiments were conducted in samples of MBA students and senior management consultants of roughly similar demographics. The findings confirmed that CEO arrogance has a detrimental effect on all the board members’ attitude. Arrogance accounted for almost 60 per cent of the board members’ attitudes ratings. This study is confirms that an arrogant CEO negatively affects the board member dynamics which are essential in maintaining an effective board. This urges the organizations to acquire non-arrogant CEOs to improve the organisation’s productivity. Alternatively, an organization can consider alternatives to dilute a CEO’s arrogance. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

The crucial decisions that impact the performance of an organisation are usually taken by the Chief Executive Officer (CEO). However, little is known about the impact that a CEO's risk appetite has on the decision making processes and its ultimate impact on company performance. A greater understanding of the relationship between CEO risk appetite and organisational performance will facilitate the improvement of strategy formulation for the purpose of managing risk appetite at an executive level.A qualitative exploration into the factors that have been acknowledged as contributory aspects in the development of executive risk appetites highlighted the aspects which had the greatest association to the formation of CEO risk appetite. These aspects were utilised in the formation of an interview schedule that evaluated the perceptions of seven CEOs regarding their risk appetite preferences.Using the findings of the CEO interviews, a model was formulated to quantify CEO risk appetite and test its relationship with company performance, which had been calculated via a quantitative analysis of company financial records.The findings of the analysis into the relationship between CEO risk appetite and company performance indicated a positive linear relationship between the two variables. The research findings regarding the factors contributing to CEO risk appetite also proved consistent with the majority of the literature on the subject.The implication of the findings for South African organisations will be an improved understanding of the relationship between CEO risk appetite and organisational performance and the ability to develop strategy around managing this relationship. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

This study is designed to investigate the relationship between the age and tenure of the chief executive officer of a corporation and his participation in innovation. The chief executive is assumed to be the key participant in the innovation process. Two questions form the basis of the study, Firsts, are younger chief executives more innovative than older executives? And second, does the tenure of chief executives affect performance in innovation?

Changes in the top leadership position in U.S. airports occur frequently. The purpose of the present phenomenological study was to understand the shared, lived experiences of senior managers who work in a U.S. airport and who have undergone a change in the top leadership position. Airports are of critical importance to their local regions and communities and are economic engines for their respective regions. The results of the study may provide positive social change for airport staff and the surrounding community by drawing attention to the complexity in leadership transition. The study was grounded in organizational stress, uncertainty theory of stress, and person-environment fit theories. A purposive sampling method was used to recruit 11 participants who were senior managers at a U.S. airport and experienced a change in the top leadership position within the last 6 years. The interview data were analyzed using interpretive phenomenological reduction methods of epoche, eidetic reduction, and imaginative variation. Findings revealed that transitional leadership resulted in positive effects such as self-efficacy beliefs, commitment, and job satisfaction; it also resulted in negative effects such as disengagement, which appeared to be mediated by the active roles leaders took in meeting employee needs. Participants who valued their skills and contributions were better able to cope with changes and were more confident about their employment ability. This study contributes to positive social change by providing information for airport board members and staff to improve the process of hiring a CEO.

The majority of mentoring research has explored mentoring from the vantage point of protégé perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988). Participants in mentoring studies have commonly been employees, college students, or mid-level managers. Little is known regarding the impact of mentoring roles in relation to top executives who are, over the span of their careers, likely to participate in developmental relationships as both mentor and protégé. In fact, accessing people who are active CEOs has been extremely problematic for a majority of interested researchers (Thomas, 1995). Limited research on mentoring and especially that on CEOs is used to inform the current Human Resource Development (HRD) scholarship and practice. The current study will inform HRD and provide insight into how mentoring relationships can be used to develop individuals in organizations. Key findings from this study were reported from a qualitative study (Moustakas, 1994) involving twelve CEOs of large for-profit US corporations who detailed their experiences as both mentors and protégés. Emerging themes from the larger study overlap, in part, with key mentoring functions as identified by Kram (1988). In addition to reinforcing and informing the work of Kram (1988), key CEOs provided insight regarding their experiences in long-term (several years or more) mentoring relationships. The combined themes resulted in a framework demonstrating the development of mentoring relationships. In addition to a general discussion of a mentoring framework, I focused the study primarily on CEO perceptions regarding the impact of their mentoring related experiences on 1) how their mentors have impacted their development; 2) how they mentor others; and 3) the relational elements in mentoring relationships. Because a rarely assessed population was studied, scholars and practitioners in HRD will gain a unique understanding and greater insight into how mentoring relationships develop professionals, particularly CEOs.