Chief Executive Officer Roles and Their Effects on Large Corporations

"A good mission statement portrays an organization's unique and lasting reason for being, and energizes stakeholders to follow common goals. It likewise enables a focused allocation of

Ideally, a good mission statement also provides information regarding the organization’s overall management philosophy, its business model, its technical and social competencies, and its values and beliefs (Aguinis, 2009; Azaddin, 2011; Bart & Hupfer, 2004; Covin, Slevin, & Schultz, 1994). Moreover, to make mission statements of large companies more individually relevant, Azaddin (2011) advocates flexible “guiding statements” that account for the “context, culture, structure, and needs of an organization” (p. 31). Thus, a mission statement must be meaningful and applicable to all stakeholders for strategic decision-making to be effective.

Mission statements for any organization are today a foundation stone for defining its activities, attitudes and culture. Thus the mission statement influences the organization to a very great extent. Thus the mission statement shows the degree of internalization and the general principles of governance adopted by the institution, and its core values and responsibilities and the area of interest. (Yopp, 2008)

The Chief Executive Officer is responsible for the development of the budget, goals, objectives, policies, procedures, performance and the strategic plan. The CEO presents this information at the quarterly meeting for review and approval by The Board of Directors. The CEO is also responsible for negotiating and executing all contracts and agreements between Crossroads and the property owners, payers, and referral sources (Policy & Procedures Binder 1, 2013).

CEO: Serve as the team leader and final decision maker for the company. The CEO is the face of the organization and will be the primary voice for any public statements made.

Chief Executive Officer (CEO): CEO is ultimately responsible for ERM priorities, strategies and polices. CEO also needs to ensure ERM implementation is strategy-setting.

It is the board's responsibility to consider and authorize a suitable remuneration package for the company's chief executive officer (CEO), make recommendations with respect to the attractiveness of dividends and dividends pay out, approve stock splits, form the audit committees, approve the company's financial statements, oversee management’s involvement in the shareholders and other stakeholders long-term interests and recommend or discourage major decisions such as acquisitions and mergers.

The interpersonal role is categorised in few ways one is the CEO is task with running organisation, two motivations is important to challenge the staff to past their comfort zone and achieve a higher performance (Gloeckner, Lynham and Bond, 2011). The Decisional role is the important decision needs to be quickly and efferently so it equally important that the CEO can initiate change while also dealing with threats and internal and external conflict that occurs within the organisation (Gloeckner, Lynham and Bond, 2011). As the key head of MacDonald’s Andrew Gregory is responsible for allocating appropriate resource to part of the organisation chain. He is task with solving issue that occur within the operation of the company (Gloeckner, Lynham and Bond, 2011). The most important role that CEO Andrew Gregory has is the planning business plan that will increases the chance of the success of the company. The role is categorised in three ways coordination the way that CEO is planning is in line with organisation business plan and goal of the company. Planning is a characteristic of organisation having short term and long-term plans for the operation of a company (Gloeckner, Lynham and Bond,

The Office of the Chairman is responsible for the overall operation of the Company and implementing the policies set by the Board of Directors (Elliott 34). See Appendix B for the names and positions of top managers.

The Chief Operations Officer (COO) and the Chief Executive Officer (CEO) are the responsible individuals, which must make the appropriate decisions in order to protect the company’s wealth. As the COO, responsibilities include supervision of the three different product lines that

In order to be successful in the long range, the CEO's strategy must encompass countless factors. He must devise a plan to grow the business in the face of competitors, not only from within the United States but from any and every region of today's global economy. The CEO calls the plays for a team of tens (and sometimes hundreds) of thousands of workers. All of the actions of every employee and every aspect of the business must be coordinated and integrated to produce the cars, computers or CAT scanners that yield profits to the company. It is the CEO who is responsible for that integration.

Like most multinational corporations, the shareholders own the company and they may also be the board of directors. A Chief Executive Officer (CEO) will be appointed to nominate and manage the operation of the company as a whole. A Chief Operating Officer (COO) will be managing the company’s day-to-day operations and reports them to CEO. The Chief Financial Officer (CFO) will be managing the finance and account together with the

First and foremost, it is important to know exactly what a CFO does and how he or she goes about doing it. The chief financial officer position is accountable for the administrative, financial, and

A Chief Executive has one responsibility; to do everything necessary to ensure the success of a company. There is no explicit checklist of things a CEO is expected to do, they must attend to whatever comes up and address issues in order that everything can work

In this above diagram, CEO has overall control over the different action taken by the company within the nation and international. CEO has the direct control over the head finance, head business department, head supply chain, head purchase and head quality assurance. And dotted line indicates that the CEO has the indirect control over the other functional head.