Abstract
The Chief Executive is given great responsibilities in wide areas of industry, commerce, and the public sector. It can be assumed that in an era of rapid change as at present, the Chief Executive Role will similarly be subject to rapid change. This short paper examines views on the role of the Chief Executive. It isolates the probable most important business pressure changes, in the UK at least, as increased demands for formal participation by employees in the control of the enterprise, increased Trades Union penetration and power, and increased Government involvement in industrial affairs. The paper then expresses the view that the present balance of research and teaching seems considerably to understate the importance of the Chief Executive role. It goes on to discuss preliminary indications from a pilot in progress by the author of how a range of successful Chief Executives believe they acquired their knowledge, and managerial skills. From this basis it suggests ways in which the balance of business teaching can possibly be adjusted to ensure that top managerial talent is adequately developed.
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