My job

Today I have get one more order again!I not sales ! but all of order come from me,So Boss call He want I under All Market. He forget ! I under all Business Management of Company and Now Still put me more for Marketing , Is mean my work is success !

Really I all management  of Account and marketing ...
My Duty is Business development Director ....  So !!!


Responsibilities Functionally, the position covers a combination of responsibilities in the areas of Business Development, Account Management and Sales. Specific tasks and responsibilities include:
Identifying and assessing opportunities by discovering and leveraging existing and new client requirements; defining market, competitors’ share, and competitors’ strengths and weaknesses; forecasting projected business; establishing targeted share; conducting interviews with clients and potential clients; and developing resources that will direct contract opportunities
Realizing opportunities by planning, orchestrating, preparing, and conducting effective presentations, and by closing deals.
Improving service marketability and profitability by researching, identifying, and capitalizing on market opportunities.
Establishing marketing plans by developing strategies, objectives, action plans, schedules, and assignments.
Sustaining rapport with prospects and clients by managing a consistently current database, making periodic contact (largely in person), exploring specific needs, and anticipating new opportunities

Achieving financial objectives by preparing and managing quarterly forecasts and assisting with the preparation of the annual budget.
Preparing proposals and presentations.
Negotiating customer contracts and agreements.
Maintaining professional and technical knowledge by attending educational workshops, reviewing professional publications, establishing personal networks, benchmarking state-of-the-art practices, and participating in professional societies.
Contributing to team effort by facilitating internal communication.


This all i under!

But What more i deep duty for Market & sales Market !

Marketing Director Job Responsibilities

Marketing directors promote the company’s products and services by working closely with advertising and other marketing managers who report directly to them. Others who may report to the marketing director are market research managers and product development managers. Overall, the marketing director is responsible for estimating the demand for the corporation’s products and services and discovering new market segments that would be interested in buying from the company. The job may also include the need to develop a strategy for product pricing based on the market demand and similar products offered by competitors. They keep an eye on trends that indicate a need for emerging products and services and oversee new product development.
This position typically works in close proximity to other directors and top-level executives. There also tends to be a lot of pressure to meet deadlines and goals, so marketing directors are often required to work long hours. More than 80% of marketing directors report working more than 40 hours a week. Considerable travel may be necessary in order to attend meetings with others in the field or to conduct research into emerging market trends.

The role of a project manager can be defined in one word: organization. This is the center of their world and the keys to their success. A project that’s significant enough to have a project manager assigned to it often involves many different elements. Multiple departments may carry the responsibilities of different assignments, but the project manager is responsible for making sure that all departments come together in a timely manner to complete the overall goal. This requires the ability to schedule tasks and coordinate with various team members to accomplish the results. The completed project may require different layers to be performed by different teams. Project managers are therefore responsible for keeping the projects on track and possessing the ability to foresee the entire project as a whole at all times.
The only way that a project manager can successfully preform this tasks is through communication. It is very important for project managers to communicate frequently with all members that are involved in the project and not make any assumptions. A failure to effectively communicate direct orders at any layer of the project could result in missed deadlines and unsatisfactory performance.

The best way to enter to the project management field is to acquire a degree in management. This will provide a background in important areas such as human resources and management. The courses will highlight crucial skills that are needed in communicating and interacting with other people.
A master’s degree in project management will further increase knowledge in this field and also increase pay levels in this position. An internship during this time would be essential in bridging the gap between collegiate studies and the real world project management skills that are only be acquired through on-the-job experience.
Internships typically last for one semester and this will give upcoming graduates a chance to build their knowledge base in the area of project management. Training at this level will provide first-hand knowledge of the types of situations that can occur and the methods used to recover and get a project back on track when textbook management practices fail to meet the requirements that are needed.

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General Manager

Most public and private organizations need General Managers. They are generally strong leaders who can manage and direct the overall operation. The qualities of a successful General Manager include vision, creativity, commitment, leadership, and creativity. They must be a big picture type of individual.
General Managers need to completely understand the corporate plan and then be able to set goals for each department to insure that the plans goals are met. They need to clearly communicate these goals to the department heads and initiate tools to measure the success of each department.

General Manager Job Responsibilities

To accomplish the overall corporate plan General Managers must be able to direct their support staff to achieve their goals. Their various departments need to be organized so all employees know what their roles are and what goals they need to achieve. They must have excellent communication skills and be open to delegating responsibility. Part of the communication process includes generating clear concise reports to the senior management of the company.
Strong leadership skills and the ability to make difficult decisions is a necessity for a General Manager. In addition to the day-to-day management roles, a General Manager is required to select and hire qualified personnel as department heads.

General Manager Training and Education Requirements

General Manager’s education requirements are very dependent on the type of business they work in. The norm requires General Managers to have a minimum four-year college degree in business, while technical firms often require their General Managers to have engineering or science degrees.
Department heads within the organization take many General Manager Positions. On occasion, a department head can work their way up the corporate ladder without a college degree but most corporations want candidates that have had course work in finance, accounting, industrial relations, and business. Some even look for candidates that have a master’s degree in business administration (MBA).
Most corporations offer training programs for their executives. Part of these programs requires the candidate to take assigned jobs in various departments to gain experience necessary and ultimately manage the overall company. A successful General Manager will normally have had success as a department manager in the past.
Managers are required to stay abreast of the latest developments in their industry. This requirement can be satisfied through participation in seminars and conferences sponsored by local and national trade and industry associations.
Many General Managers are promoted to higher executive positions and some have taken CEO or COO positions within their organizations.

General Manager Salary and Wages

General Manager’s salary varies by industry, education, as well as location. Most General Managers can expect a base salary and some type of bonus based on overall corporate performance. In 2010, the highest paid General Managers were in manufacturing and distribution and earned a salary of $78,365. The bottom 10% was in hotel and hospitality management and earned $44,011.
The average salary for a General Manager with a bachelor’s degree was $65,693 while those with a master’s degree earned in excess of $100,000.

General Manager Certifications

General Managers normally are not required to possess a certificate; however, some industries may require a license. For example, if the corporation requires the General Manager to be an engineer or lawyer, then a license is required.
Many available certificate programs would help a General Manager do their job. These programs generally emphasize techniques and skills that the manager can use on the job. They are offered through local universities, colleges, and often times through professional organizations. Although certificates are not required, completing these programs will help individual’s professional growth.

General Manager Professional Associations

General Managers that want to maintain their edge in their industry join professional associations. Professional associations help enhance manager’s professional development and offer excellent networking opportunities.
Most professional associations offer conferences and timely industry information on their websites and through association newsletters. Employers favor individuals who are affiliated with professional associations and have gained their knowledge through means other than college coursework. Association memberships can help open doors in the job market and can help with manager’s professional development.
There are professional associations for virtually every industry. Some are listed below:

• AMERICAN MEDICAL ASSOCIATION (AMA)
• AMERICAN SOCIETY FOR QUALITY
• AMERICAN PSYCHOLOGICAL ASSOCIATION
• AMERICAN PHYSICAL THERAPY ASSOCIATION (APTA)
• AMERICAN SOCIETY OF MECHANICAL ENGINEERS
• AMERICAN INSTITUTE OF ARCHITECTS
• AMERICAN MARKETING ASSOCIATION
• BUILDING OWNERS AND MANAGERS ASSOCIATION
• FINANCIAL EXECUTIVES INTERNATIONAL
• LEGAL MARKETING ASSOCIATION
• NATIONAL ASSOCIATION OF THE REMODELING INDUSTRY (NARI)
• SOCIETY OF WOMEN ENGINEERS
• SOCIETY OF AUTOMOTIVE ENGINEERS
• INSTITUTE OF AERONAUTICS AND ASTRONAUTICS

There are many international associations also. Most are easy to find. A complete list can be found in the National Trade and Professional Directories online. They offer detailed information on technical organizations, professional societies, and associations. They include contact information, the associations website url, number of current members, year it was formed and a profile of the association.

General Manager Job Description & Career Opportunities

Most public and private organizations need General Managers. They are generally strong leaders who can manage and direct the overall operation. The qualities of a successful General Manager include vision, creativity, commitment, leadership, and creativity. They must be a big picture type of individual.
General Managers need to completely understand the corporate plan and then be able to set goals for each department to insure that the plans goals are met. They need to clearly communicate these goals to the department heads and initiate tools to measure the success of each department.

General Manager Job Responsibilities

To accomplish the overall corporate plan General Managers must be able to direct their support staff to achieve their goals. Their various departments need to be organized so all employees know what their roles are and what goals they need to achieve. They must have excellent communication skills and be open to delegating responsibility. Part of the communication process includes generating clear concise reports to the senior management of the company.
Strong leadership skills and the ability to make difficult decisions is a necessity for a General Manager. In addition to the day-to-day management roles, a General Manager is required to select and hire qualified personnel as department heads.

General Manager Training and Education Requirements

General Manager’s education requirements are very dependent on the type of business they work in. The norm requires General Managers to have a minimum four-year college degree in business, while technical firms often require their General Managers to have engineering or science degrees.
Department heads within the organization take many General Manager Positions. On occasion, a department head can work their way up the corporate ladder without a college degree but most corporations want candidates that have had course work in finance, accounting, industrial relations, and business. Some even look for candidates that have a master’s degree in business administration (MBA).
Most corporations offer training programs for their executives. Part of these programs requires the candidate to take assigned jobs in various departments to gain experience necessary and ultimately manage the overall company. A successful General Manager will normally have had success as a department manager in the past.
Managers are required to stay abreast of the latest developments in their industry. This requirement can be satisfied through participation in seminars and conferences sponsored by local and national trade and industry associations.
Many General Managers are promoted to higher executive positions and some have taken CEO or COO positions within their organizations.

General Manager Salary and Wages

General Manager’s salary varies by industry, education, as well as location. Most General Managers can expect a base salary and some type of bonus based on overall corporate performance. In 2010, the highest paid General Managers were in manufacturing and distribution and earned a salary of $78,365. The bottom 10% was in hotel and hospitality management and earned $44,011.
The average salary for a General Manager with a bachelor’s degree was $65,693 while those with a master’s degree earned in excess of $100,000.

General Manager Certifications

General Managers normally are not required to possess a certificate; however, some industries may require a license. For example, if the corporation requires the General Manager to be an engineer or lawyer, then a license is required.
Many available certificate programs would help a General Manager do their job. These programs generally emphasize techniques and skills that the manager can use on the job. They are offered through local universities, colleges, and often times through professional organizations. Although certificates are not required, completing these programs will help individual’s professional growth.

General Manager Professional Associations

General Managers that want to maintain their edge in their industry join professional associations. Professional associations help enhance manager’s professional development and offer excellent networking opportunities.
Most professional associations offer conferences and timely industry information on their websites and through association newsletters. Employers favor individuals who are affiliated with professional associations and have gained their knowledge through means other than college coursework. Association memberships can help open doors in the job market and can help with manager’s professional development.
There are professional associations for virtually every industry. Some are listed below:

• AMERICAN MEDICAL ASSOCIATION (AMA)
• AMERICAN SOCIETY FOR QUALITY
• AMERICAN PSYCHOLOGICAL ASSOCIATION
• AMERICAN PHYSICAL THERAPY ASSOCIATION (APTA)
• AMERICAN SOCIETY OF MECHANICAL ENGINEERS
• AMERICAN INSTITUTE OF ARCHITECTS
• AMERICAN MARKETING ASSOCIATION
• BUILDING OWNERS AND MANAGERS ASSOCIATION
• FINANCIAL EXECUTIVES INTERNATIONAL
• LEGAL MARKETING ASSOCIATION
• NATIONAL ASSOCIATION OF THE REMODELING INDUSTRY (NARI)
• SOCIETY OF WOMEN ENGINEERS
• SOCIETY OF AUTOMOTIVE ENGINEERS
• INSTITUTE OF AERONAUTICS AND ASTRONAUTICS

There are many international associations also. Most are easy to find. A complete list can be found in the National Trade and Professional Directories online. They offer detailed information on technical organizations, professional societies, and associations. They include contact information, the associations website url, number of current members, year it was formed and a profile of the association.

 

Construction Management Job Responsibilities

Construction Management 

Large-scale construction jobs require the concerted efforts of many highly trained individuals in order to come together successfully. Most construction managers are self-employed, though some do work for larger contracting firms. These talented individuals are in charge of supervising the entirety of the construction team in order to ensure that the entire operation proceeds with as few complications as possible.
Many construction management positions require a degree or certification. Check out the program below which offers free information:

 

These men and women are primarily tasked with all forms of coordination for construction projects—including commercial enterprises, residential locations, roads, bridges, hospitals, and schools. They are daily tasked with supervising the construction project on a whole. They need to work with engineers, electricians, plumbers, and other private contractors in order to ensure that the building is able to function efficiently after the construction is complete. They also plan out the entire budget for the construction project, as well as determining the most cost effective way to carry out the job. Construction managers need to hire, regulate, and even fire all the personnel involved during the building process. They need to figure out the amount of labor needed for the project, then figure out how to assemble enough workers to complete it.
Furthermore, these men and women need to regulate all of the licensing and certification that goes with building a large-scale edifice. This involves clearing up any issues that may arise with the safety instructors, the city’s zoning officials, or the company’s insurers. However, it should be noted that some construction managers only oversee certain parts of the larger project, especially when it comes to larger endeavors like office buildings or industrial complexes. Such jobs are distributed among a variety of construction managers, who are then divided as dictated by task; road construction, site preparation, and sewage installation are all different areas in which construction managers are assigned to complete within their employer’s time table. It should also be noted that with all of these responsibilities, construction managers rarely do any of the actual constructing at the site.

Construction Management Training and Education Requirements

While some construction managers ascend to the position through many years of experience, many are gaining these opportunities after completing a four-year bachelor’s degree in fields such as construction science, construction management, civil engineering, or building science. Individuals who complete these programs are often hired as assistants to construction managers on various projects. These auxiliary positions include cost estimators, schedulers, project managers, and field engineers. Many degree holders use these experiences as a way to get experience within the field and to build contacts. This is especially pertinent because even after a candidate receives a formal education in the field, many company’s still prefer if the construction manager has some experience working at a construction site, as a mason, electrician, plumber, or other contract worker. It should be noted that as the job becomes more complex, employers place an increasing amount of emphasis on the experience that a potential construction manager has.

Furthermore, many universities offer graduate programs in building science, construction science, and construction engineering. These are required for individuals who want to work on larger-scale or more corporate-driven projects. Many construction managers have been known to pursue a master’s degree in an unrelated field, such as business management, in order to increase his or her employment potential.

Construction Management Salary and Wages

Construction managers have been known to earn between $47,000 and $146,000, with the median wage sitting around $80,000. Wages earned often fluctuate in relation to state, prominence of the contractor, and industry in which they are working. To this effect, the lowest wages earned are in the residential construction sector, resting at an average of $75,000 annually. Meanwhile, the highest average wage is earned through building equipment contractors, with an average wage of $82,000 annually.

Construction Management Certifications

While certification is not necessarily required to pursue a career in construction management, it’s becoming increasingly desirable amongst employers as it’s tangible evidence of the contractor’s skills and experience. Despite the fact that certification often involves a great monetary cost on the individual’s part, it can cause their resume’s value to increase exponentially, often demanding higher prices from employers and companies.

Construction Management Professional Associations

There are two major organizations that offer professional certification for construction managers.
The American Institute of Constructors awards two types of certification for interested parties. The Associate Contractor, or AC, is intended for those entering the field and want a way to prove their ability in a profession in which they are about to make their mark in. On the other hand, the Certified Professional Constructor, or CPC, is awarded to those who already have several years of experience and wish to advance to a more prestigious role with greater responsibilities. For either certification, candidates must fill out the application materials and sit for an exam; an annual fee is required in order to re-certify.
The Construction Management Association of America allows candidates to pursue the Certified Construction Manager, or CCM. Interested parties are tasked with completing 48 months as a Construction Manager, as well as finish a two or four-year program, or simply having eight years of construction experience. Furthermore, they must complete an exam and have their application materials reviewed by a selection committee. Re-certification involves completing a list of prerequisite tasks and paying a fee once every three years.

Marketing Assistant Job Description & Career Opportunities

A new product needs a marketing assistant to promote it in the newspaper, on the radio, on flyers, on brochures, and on television. Armed with a business administration or marketing university degree, the marketing assistant candidate has high potential of being accepted. The marketing assistant analyzes what strangers want in a product. Depending on the results, strategies to make it sell are created and implemented. A high talent for creativity in putting up marketing campaigns is crucial to attract potential buyers. Every company has varied duties for a marketing assistant. There is also common ground among all marketing assistants.

Job Responsibilities and Duties

A marketing assistant needs strong self-motivation in promoting a product. The marketing assistant socializes with advertising representatives for the commercials created for the product. The candidate is tasked to oversee the marketing campaign from start to end and make sure that it will be bought in the market. Being in-house, the marketing assistant belongs with a huge company. The marketing manager acts as the marketing assistant’s superior. On contract, the agency refers clients to the marketing assistant. In this manner, multiple clients are handled. A marketing assistant can be entrusted to talk to the media about a product. Creating press releases is also part of the marketing assistant’s responsibilities. Good communication skills for oral and written are important.

Marketing Strategies

Through the concepts of giveaways, games, and contests, the marketing assistant can encourage the public to buy the product. There are products that become more popular with the public. The marketing assistant builds on these products to let them maintain a good standing in the market. When the product is placed on the bestseller’s list, the marketing assistant’s efforts are recognized. Brochures, magazines, websites, and newsletters can also be the responsibility of the marketing assistant to make the presence of the product be felt to the public.

Characteristics

Since a marketing assistant can handle multiple clients simultaneously, the candidate needs to practice effective time management. Good communication with each client is also important. Noting down what the client wants to the last detail is good for the marketing assistant.
Good project management is needed for the marketing assistant to create lucrative results. When the marketing assistant is able to generate huge profit for the business through the marketing strategies implemented, the candidate serves as an asset. The efforts of the marketing assistant will be recognized in marketing awards. There are plenty of new products created for business profit. Improvements are continuously made to encourage consumption from the public.

Social Relations

The marketing assistant needs to be knowledgeable of marketing principles. New technologies for the product to be sold are also in the possession of the marketing assistant. In socializing with business representatives for the product, the marketing assistant practices effective business communication protocol and procedures. As a team player, the marketing assistant can maintain favorable relations with all levels of workers in the company. For the product being handled, the marketing assistant can entertain all inquiries about it. Effective presentation skills for marketing a product to clients are also good.

Chief Executive Officer (CEO) Job Description & Career Opportunities

The chief executive officer (CEO) ranks as the highest corporate executive in charge of overseeing the entire operation of an organization. The role of CEO typically reports to a board of directors that is elected by shareholders or others with a financial stake in the company’s performance. CEOs may also act as President, hence the designation President and CEO. Whereas CEO implies a more broad and visionary role, President implies more direct involvement with daily operations.

 

CEO Job Responsibilities

The primary responsibility of the CEO is to direct the company, inside and out, to align with his or her vision for the company’s future. This includes guiding other executives and high level officers along a main objective and working to increase business outside of the company. Secondary responsibilities are often determined by the size of the company and the business sector it represents. The CEO is required to balance objectives internally and externally in order to strengthen and sustain the company.
CEOs are often required to represent their company. The position often comes with a high level of public visibility. Therefore, they are typically required to attend important events such as public meetings, international conferences, and public events.
Budgeting is often another area where CEOs may be responsible or at least provide input. In larger organizations, a Chief Financial Officer (CFO) typically handles the financially-related aspects of the company. In that case, the CEO may work closely with the CFO to prepare the budget. CEOs commonly analyze the risks involved before making any major purchase or investment and advise or report to the board as to the potential for return on the investment.

CEO Training and Education Requirements

There is no predetermined course of study for CEOs. Formal education varies as much as the responsibilities do. However, many CEOs have at minimum a bachelor’s degree and significant experience. Many CEOs are chosen from within the organization due to experience in their respective industries. When CEOs are chosen from outside the company, they are usually required to have extensive experience in a related industry.

One important quality CEOs must possess is the ability to work with people and resolve or prevent conflict. The position often requires highly refined interpersonal skills as well as the ability to communicate publicly. Public speaking is a skill commonly found in CEOs. CEOs must also be able to take in a large amount of information and develop a big-picture perspective in order to make precise and strategic decisions about the direction of the company.
Another important observation is that many CEOs achieved the position from entrepreneurship. That means they originally started a company that grew large enough from inception to give the founder the position of CEO due to size, stability, or going public. For example, the world’s longest running CEO, Milton Pierce, founded a security company, Guardian Alarm, as a young teenager in 1930.

CEO Salary and Wages

Just like a CEO’s position is the highest in the organization, the position also comes with some of the highest salaries. It’s a common focus of major news organizations to list some of the highest paid CEOs in the world. For major corporations, salaries can reach up into the millions of dollars annually. However, not all CEOs are paid that high. Median salaries in the United States are around $158,000. The salary range varies widely, though, based on the size of the company, the level of responsibility, and the industry.
CEOs are often awarded significant benefits packages including severance pay (the golden parachute). Additionally, CEOs often enjoy cash bonuses, stock options, and other financial benefits based on the performance of the company. Other perks of the job may include use of corporate transportation such as company cars, helicopters, and airplanes. They may also enjoy use of special facilities such as executive dining rooms and bathrooms. Health benefits are also extensive and may include such perks as company-paid physical exams and insurance premiums.

CEO Certifications

Although there is no professional certification for CEOs, they may advance to the position based on participation in corporate training programs that give a more extensive knowledge of the company’s policies and operations. Attending seminars and conferences for respective industries may also expand a potential candidate’s awareness of timely issues as well as build a useful network of professional contacts. The company may even promote a more structured tier of executive development programs in order to pool resources from within.

CEO Professional Associations

CEOs may often become members of many associations based on the strategic advancement of the company’s goals and objectives. However, there is no one single association for CEOs. CEOs may also join more specialized executive associations. The Women President’s Organization (WPO), for example, is a female-oriented peer-advisory group that meets on a monthly basis to trade experiences and expertise about the common challenges faced and provide solutions for each other. Vistage International is the largest association with exclusive CEO membership. Most members participate in meetings with local chapters at least 10 hours a month to discuss the most difficult issues and develop plans of action.

Business Development Professional Associations

The Society for Business Development Professionals (SBDP) is a community dedicated to providing training and resources to BDPs responsible for large-scale accounts. Known simply as “The Society” to its members, SBDP projects itself as an exclusive organization that implements a rigorous admission process for interested individuals. It employs a tiered membership, with benefits and privileges increasing as members upgrade to the next level. The first-tier membership costs $450.
SBDP organizes executive forums and provides consultation services to members who are in need of expert advice on their profession. The training component of SBDP can be customized to fit a particular organization’s industry and business needs. It also provides certification courses, conferences, publications, and business symposiums, all geared toward fostering an environment that encourages business partnerships, generation of deals, and expansion of market.

Business Development Certifications

Certification courses are available for experienced professionals who wish to specialize in business development, but may not have the time and resources to earn a college degree. They are also for BD professionals who seek to improve on their skills and network. These in-depth courses usually run from three to five months, with tuition costs ranging from $450 to $600. Some courses are fully online, while others are a hybrid of on site and online classrooms.
Undertaking certification courses is one way to be kept abreast of the trends in business development arena. Many of these courses focus on subjects that provide the practical insights in the BD profession, which has certainly changed much since the advent of Information Age. Subjects commonly included in a business development certification course are strategic planning principle, best practices in marketing and sales, client database management, industry positioning, and practical communication skills.

Business Development Salary and Wages

The typical wage of a business development professional will depend on the industry, position level, and the scale of the company. In last year’s statistics, a BD manager’s salary is pegged between $55,000 and $108,000, and a BD executive’s at $86,000 and $164,000. It is indeed one of the high-compensating jobs in the market, which is only commensurate to the role and functions of a business development professional.
Some organizations are generous to provide reward excellent performance can with additional compensations in the form of bonuses and allowances. Of course, the job also presents opportunities for travel to other countries, since businesses these days are expanding their horizons to include the global market. Other fringe benefits also include access to executive clubs, organizations, and other affiliations, of which many of potential business partners are active members.

Business Development Training and Education Requirements

Business Development Training and Education Requirements

A college degree is necessary to land a job in the area of business development. Those with one or two-year stint in business strategic planning as well as sales and marketing have good chances of becoming BD professionals, because they have acquired a general concept of how the market behaves. An MBA degree will certainly facilitate the process of hiring, although it is not always required.
Companies often look on a candidate’s years of experience when seeking to hire a business development professional. A minimum of three years’ experience is required for those applying for managerial positions, while directors and vice presidents will require six or more years. Regardless of the position level, good written and oral communication skills are also non-negotiable for business development professionals, since much of their responsibilities involve engaging the market and industry players, not to mention formulate business strategic plans.

Business Development Job Description & Career Opportunities

Business Development Job Description & Career Opportunities

The ultimate aim of a business development professional is to improve an organization’s profitability by generating new prospects. These can be in the form of possible partnership ventures, a potential segment of the market, or a shift in the company’s overall business operations. The confidence needed to accomplish this entails familiarity with other disciplines related to business, such as finance, market research, sales, and planning.

Jobs related to business development can range from supervisory to executive levels. Because of the role it plays in the growth of a business, it is rarely offered as an entry-level position. In almost all organizations, business development professionals will always have a team of industry researchers and analysts.

Sales and marketing professionals with years of experience should have the advantage of progressing to business development officers and managers, given excellent credentials, extensive professional network, and proper certifications.
Business Development Job Responsibilities

The task of a business development professional is to open up a new market that will boost the income of his or her organization. This involves having a good grasp of the industry trends, which will become the bases for strategic planning and forecasting.

In identifying new business opportunities, part of the job is to collect and compare pertinent data on the target market, from which recommendations and proposals can be drawn. Seeking opportunities will often require the business development professional to leave the work desk and meet the key players of the industry.

Joining related conferences and symposiums that will extend the reach of the business is also necessary in exploring partnerships that will improve profitability. Presenting strategies for expansion and studying the company’s competitors are often listed as specific responsibilities of a business development officer. An executive, on the other hand, is called upon to initiate or close deals with top-tier executives.

Construction Management Job Responsibilities

These men and women are primarily tasked with all forms of coordination for construction projects—including commercial enterprises, residential locations, roads, bridges, hospitals, and schools. They are daily tasked with supervising the construction project on a whole. They need to work with engineers, electricians, plumbers, and other private contractors in order to ensure that the building is able to function efficiently after the construction is complete. They also plan out the entire budget for the construction project, as well as determining the most cost effective way to carry out the job. Construction managers need to hire, regulate, and even fire all the personnel involved during the building process. They need to figure out the amount of labor needed for the project, then figure out how to assemble enough workers to complete it.
Furthermore, these men and women need to regulate all of the licensing and certification that goes with building a large-scale edifice. This involves clearing up any issues that may arise with the safety instructors, the city’s zoning officials, or the company’s insurers. However, it should be noted that some construction managers only oversee certain parts of the larger project, especially when it comes to larger endeavors like office buildings or industrial complexes. Such jobs are distributed among a variety of construction managers, who are then divided as dictated by task; road construction, site preparation, and sewage installation are all different areas in which construction managers are assigned to complete within their employer’s time table. It should also be noted that with all of these responsibilities, construction managers rarely do any of the actual constructing at the site.

General Manager Job Responsibilities

General Manager Job Responsibilities

To accomplish the overall corporate plan General Managers must be able to direct their support staff to achieve their goals. Their various departments need to be organized so all employees know what their roles are and what goals they need to achieve. They must have excellent communication skills and be open to delegating responsibility. Part of the communication process includes generating clear concise reports to the senior management of the company.
Strong leadership skills and the ability to make difficult decisions is a necessity for a General Manager. In addition to the day-to-day management roles, a General Manager is required to select and hire qualified personnel as department heads.

Losses and Responsibility: How everyday business language lets us engage in accounting…deception.

by Stever Robbins

How everyday business language lets us engage in accounting…deception.

We’re living in interesting times. Worldcom announced $4 million in losses that had been buried as, um, capital expenditures (oops. Don’t you just hate it when that happens?). Enron’s collapses from horrendous mismanagement, taking Arthur Anderson down for obstruction of justice. Tyco apparently funneled billions of company dollars straight to the founder’s family. Global Crossing… Xerox… Merck … Everyone is so upset about the losses. We’re losing so much money. Losses, losses everywhere. But wait!
What does that mean? When I "lose" my wallet, it’s because it got accidentally (and thoughtlessly) misplaced. Getting into the cab, it was there. Six tequila shots later, when it was time to pay, the wallet was gone. Whoops. I must have lost it. Fortunately, the realization comes after the six shots, so the consequences (while probably severe) seem like little more than a hazy dream…
This article is continued in “It Takes a Lot More than Attitude … to Lead a Stellar Organization!" Click here to purchase.

Profit and Cash Flow Explained

by Stever Robbins
What’s the difference between profit and cash flow?
Often, it’s the difference between success and bankruptcy.
Before we begin, let’s use clear language. I won’t say “income” because different people mean different things by that word. I’ll say “revenue” to mean money that comes in from selling a product or service.
Imagine two kids who want to start a lemonade stand. They plan to charge 50 cents per cup. If they sell 100 cups, they will make 100 times 50 cents, or $50 of revenue. Of course, they know it takes money to make money. They figure each cup costs 13 cents to make: 10 cents for ingredients, and 3 cents to pay protection money to the neighborhood bully. Their expenses will be 13 cents times 100 cups, or $13. They will have revenue of $50, expenses of $13, and their profit–revenue minus expenses–is $37.
Profit is the money left once expenses are paid. Some people think business owners can take profit to the bank. If only! Profit is used to pay for any new equipment or materials needed for the business to grow. And unless you buy a politician or two, you pay taxes out of profits as well. (Sometimes, profit is given as “pre-tax profit” and “after-tax profit,” so you know what the business produced on its own.) Only after paying for growth and taxes do owners get to take money home.
Our kids are ready to go! They needn’t buy equipment or pay taxes, so they’re eager to start their business and bank their $37.
But wait! If only this story were so simple. There’s a dastardly twist!
On the very first day, the kids go to the store to buy lemons … only to find out neither of them has any allowance money left. The store won’t loan them the lemons, so they can’t even get started. They’re out of business before they begin, thanks to cash flow.
Cash flow refers to when a business needs money. Often, businesses spend money on salary, utility bills, and lemons before they bring in any revenue. By plotting out when cash will come in and when it needs to be paid out, a business can identify when it needs cash on hand, and can do what it takes to make the cash available.
Companies often take out loans to survive until revenue comes in. If our kids must pay the grocery store $5 for lemons today in order to make $50 by selling lemonade this weekend, they can ask Mom or Dad for a loan, to be paid back once the lemonade sales come pouring in. They borrow $5 today, make and sell their lemonade, and then pay back the loan next week.
What about the protection money for the bullies?, you ask. Well, the bullies are kind, generous people who understand cash flow. They’re willing to let our entrepreneurs pay after the revenues come in, avoiding a cash flow crunch.

Cash flow and profit don’t always match up.

A company can be profitable and still go bankrupt from cash flow problems. If they must pay for materials in January but don’t get paid by their customers until June, they need a loan to survive until June. If they don’t get that loan—even if they have guaranteed sales in June—then they will go out of business. Sometimes customers themselves will pay in advance, effectively giving an interest-free loan to a company to help cover cash flow.
A company can have great cash flow, but not be profitable. Amazon.com raised so much money by selling stock in the mid-1990s, that they had $2,000,000,000 in the bank. Every year, they spent more money than they made, so their yearly profit was negative. But because they had so much money saved up, they could afford to make up the difference out of their bank account. The big stock market cash inflows made up for the continual losses. Only after a decade did Amazon actually start making a profit as a company, so they now have good cash flow and are profitable.
So remember: profit is how much money you have left after you get your revenue and pay your expenses. Cash flow is when you actually get and pay the cash. In the long-term, you must eventually get profitable or find someone like stock investors to keep giving you cash to make up for your losses. In the short-term, even if you’re profitable, you survive or fail based on whether you have cash to pay the bills. That’s why they say Cash Flow is King.

Success as a CEO. 4

Footnotes for Part 4

(1) Social psychology has shown that rewarding desired behavior is far more effective than punishing bad behavior or non-performance. For reasons that aren’t entirely clear, our culture has evolved around using punishment as the main way of controlling behavior. Unfortunately, punishment doesn’t work very well. Interestingly, animal trainers have known this for years. For an excellent book on the subject, check out Don’t Shoot the Dog by Karen Pryor. back

Success as a CEO. 3

Footnotes for part 3

(1) Ok, ok. Technically the Board of Directors has hire/fire authority over the CEO, but the Board can’t control day-to-day operations. And while there are certainly boards that replace inept CEOs, it takes sustained incompetence over a long time to move a board to action. So for practical purposes, the buck stops with the CEO. back

(2) Her employees may use less diplomatic terms. back

(3) Names are changed to protect the innocent. back

(4) An excellent book on management best practices is “First, Break All the Rules” available by clicking here to go to the books page. back

Coaching tips to stay sane and skillful at the top of the heap.

These coaching assignments will help an executive avoid some of the pitfalls of the CEO job. They are simple, easy, and won’t take much time. They’ll help a CEO stay connected with workers, keep herself humble, and increase her learning while becoming more successful. The suggestions strive to be quick and easy to do, while still producing real results.

Make Space to Practice These Assignments

Set aside 5 to 10 minutes, daily, to developing as a leader and human being. This will be the time you think about the below topics and set your mind for the day. Schedule the time if necessary. Just make sure that you do what’s right for your growth.
Pace yourself. Life is long. Adopt these suggestions one or two at a time, and practice until you make them your own. Then move on. Forcing won’t help; this is about developing at your own natural rhythm. Do one assignment for a few weeks, then move on to another. Keep the ones that work for you and drop those that don’t.

Staying connected with “the little people”

Cultivate an attitude of respect—your respect for them. The “little people” are the ones turning your vision into reality. Meditate on this for a few minutes and ask yourself whether you can their jobs as well as they can. If you can, then you’re not hiring the right people—go change that! Otherwise, once a day, go talk to one of your low-level employees—someone more capable than you in their area of expertise—and learn from them. Choose a different person each day. Get as close to the front line workers as possible.
Listen with an open mind and learn. Learn about their job. Ask what works for them and what doesn’t. Above all, listen to their comments without judgment. Your goal is to connect with their experience of the world, not impose your own. Learn about their life. Find out what motivates them. Why did they come work for you instead of somewhere else? Simply by spending a few minutes understanding their life, you can greatly increase your appreciation of how they’re different (and similar!).
Share your vision and job with them, from a position of service. Pretend that your job is to make this person a success. Ask them how their job fits into the work the company does. If they don’t know, take on the responsibility of helping them understand how their job links to the vision. Clarify any confusion they may have about where the company is going. And ask them what you can do to help them succeed at doing their best. Then do it.

Staying humble

Acknowledge, often! Without your employees, your dreams and plans wouldn’t amount to much. Take every available opportunity to acknowledge the contribution of those around you and give them credit, especially in public. Feedback is rare in most companies, and positive feedback is rarest of all(1).
“Get” that it’s all your responsibility. When things don’t go the way you want, take responsibility—whether or not it’s your fault. The mindset of responsibility will put you in a much more powerful place than the mindset of blame. Regularly review circumstances asking, “What could I do differently (or stop doing) to make a positive difference?” Identify the action and then take it. You’ll be surprised how much more power you have over externalities, operating from responsibility rather than blame.
Gather honest advisors to held you accountable for your behavior. Sometimes a Board of Directors will give honest feedback, but they are removed from your day-to-day behavior. Actively solicit feedback from third parties: friends, peers, associates. Share your issues and how you’re handling them, and ask for an honest assessment. Everyone in a comany is accountable to someone for their behavior, except the CEO. Make yourself accountable as best you can.
Identify your limits. Ask, “can someone else in the world do my job better than I am currently doing it?” If the answer is Yes, seek out that person and ask for their guidance in getting better. If the answer is No, validate that answer by asking your advisors, competitors, suppliers, customers, and employees. Many companies have crashed and burn because they believe they were the best, for no good reason but pride and ego.
Create measurable performance criteria for your executive team, including yourself. Make sure people within the organization know your goals, and know what you can be counted on to do. Hold yourselves accountable. If you don’t meet your goals, withhold your bonus, take no raise, and treat yourself exactly as you would treat an employee who missed their targets. It sends a powerful message to the company than you’re serious about performance.
Ask your direct reports, your Board of Directors, and anyone else you work with for feedback a couple of times a year. You can use a 360-degree feedback process or simply ask in an e-mail. It’s a lot easier to hear feedback on your performance if you’ve explicitly asked for it.
Videotape yourself receiving bad news. Watch the videotape and decide whether or not you would want to work for that person. If the answer is No, learn to chill when you hear bad news.

Learning well

Study excellent CEOs. Call a CEO you admire and invite them to lunch. Exchange tips and adopt tactics that others have found useful. Read books like First, Break All the Rules, which are broad-based studies of habits of top-performers. Adopt at least one new habit a month.
Create systems for gathering feedback. Interview customers, competitors, analysts, and others in your industry to know how your company and products are perceived. Make sure you’re gathering feedback that will disconfirm your beliefs about the world, as much as confirms it. For example, if you think you’re #1 in your market, don’t just ask customers why they like your products. Ask what other products they use, and how your products fall short.

Spend time learning about the fundamentals of a CEO’s job:

• Setting strategy. The strategy and vision for the company determine where everyone will focus their efforts. Find a vision and strategy and use it to align your entire company.
• Creating the corporate culture. Your culture will determine what people do and don’t try, who will stay, who will leave, and how business will get done. Culture starts with you. Decide how you want people to act and start modeling the behavior publicly.
• Capital allocation. Every dollar you raise and spend should produce more than $1 of return for the company, or it’s a waste of money. Learn how to make these judgements.
• Hiring and Firing. The job of executives is primarily team and culture building. Hiring and firing are must-have skills. Read, take classes, and review past hiring successes and mistakes. Do whatever you can to hone your abilities.

Raise the Bar

Hold yourself to higher standards next year than you did this year. Challenge yourself to learn to get more done with fewer hours and fewer resources while creating a more balanced life for yourself.
These are just a few of the things you can do to increase your chances for success as a senior executive. I also believe in working with a coach to identify and overcome (or compensate for) blocks in your performance. Success can be had with many different skill sets. The more you learn about yourself and your capabilities, the better you will be able to shape a job that works for you. The more you learn about the capabilities of those around you, the better you will be able to build teams that produce spectacular results.

Success as a CEO. 2

Footnotes for Part 2

[1] The CEOs don’t help the problem. Many of my CEO clients highlight the value of honest feedback from their coach. Yet they complain about employees who disagree with them, just don’t “get it” or don’t have enough information “to understand the real issues.” In a coaching call, they can hear feedback and consider it. At work, they treat disagreement as dissension, and then wonder why everyone’s a “Yes man.” back

[2] There are dozens of team effectiveness surveys. You can start by checking out http://www.cambriaconsulting.com, http://www.ccl.org, and http://www.pfeiffer.com. back

Pitfalls and Solutions for the CEO

A CEO can tank a company by not understanding their duties, or failing to set up good measurement systems. But it’s also true that the job itself can screw up the person, as well. It’s said that power corrupts, and few positions are more powerful than CEO. While the USA may be a democracy, our companies are legal dictatorships with the CEO calling the shots(1). While she may be having a great time playing Boss, the position may be taking a very human toll.
It’s all too easy for the CEO to become a …; jerk(2)  …; without realizing it. They can forget—if they ever knew—what it was like to have a boss. They are free to ignore feedback that they don’t want to hear, and no one will call them to task for it. They can bypass the chain of command when they want to meddle. They can give themselves raises and genuinely believe they deserve it. And most dreadfully, they can forget what it is like to be “one of the little people”:

worker	I have to leave early today.
CEO	Why?
worker	To pick up my kids from daycare.
CEO	Oh…; looks genuinely perplexed …; Why don’t you have your nanny do that?
worker	I don’t have a nanny.
CEO	Oh…; wanders away with a mildly confused expression

The worker was an incredibly productive person. She worked harder than the CEO, got more done, yet couldn’t have afforded a nanny if her life depended on it. The CEO didn’t intend to be a jerk, but his lack of empathy didn’t win many supporters.

A CEO can become arrogant by externalizing blame

Having no day-to-day accountability for her actions can also turn a CEO sour. When things go wrong, she can blame everyone around her without facing her own shortcomings. “My employees just don’t get it,” proclaims the CEO, never thinking for a moment that she is the one who hired them. Did she hire incompetents? Or has she failed to communicate goals consistently and clearly? “Market conditions have changed.” she declares. A nice excuse, but isn’t it the CEO’s job to anticipate the market and position the company for success under a variety of scenarios? Without someone to keep her honest, she can gradually absolve herself of all responsibility.

Believing in a title can lead to overconfidence

Arrogance also threatens a CEO. “Because I am CEO, I must know the business better than anyone else.” It has been said, but it just isn’t true. No CEO can be an expert in all functional areas. A CEO who is doing her job is spending time with the big picture. If she knows the details better than her employees, she’s either hiring the wrong people or spending her time at the wrong levels of the organization. It’s appropriate for a CEO to manage operations if absolutely necessary, but she should quickly hire good operational managers and return to leading the whole business.
If she also comes to believe that the CEO title grants infallibility, watch out. Even the Pope is only infallible a couple of times each century. But CEOs can reinforce their delusions of grandeur by giving themselves higher salaries (surely she deserves it! After all, salary benchmarks show how underpaid she is) and more perks. Then when layoffs come, the CEO wants applause for having the moral strength to make “hard choices,” quietly overlooking how her own poor decision making led to the need for layoffs.

CEOs can stop learning well

Of course, once infallible, there’s no more to learn, and a CEO may quietly stop learning. Without daily oversight and high quality feedback on how she does her job, she can mistakenly believe her actions lead to success. In reality, she may be doing the wrong thing, but her staff may be working around the clock to cover for her.
Furthermore, sins of omission aren’t penalized. A CEO who does an adequate job, but far less than she could/should have done—goes unnoticed. In hindsight, XYZ Software(3) could have had a $1 billion market niche, and gone public with a valuation of tens of billions. Instead, it stuck to one product, had little understanding of its markets, and ignored competition. Yet it still went public in a $300-million IPO. Was management penalized for a lack of vision and market responsiveness? Hardly! The top managers walked off with $60 million apiece, reinforcing the notion that they had done a great job. Yet with a slightly grander vision, the company might have been 10 or 100 times its size.
Setting vision is the CEO’s job, but nothing tells her if her sights are too low. She isn’t penalized for missing the grander vision. Such sins of omissions are a CEO’s worst enemy. She can be lulled into mediocrity by not knowing what would have been possible. The four-minute mile was considered impossible…until Roger Bannister ran it. Now, it’s commonplace. Likewise, a CEO may limit herself by not realizing she can do her job better.
Though salary benchmarks are common, performance benchmarks are surprisingly rare. Quality learning demands a CEO benchmark herself against other superb CEO’s. Her central learning question is not “are you doing a good job?” but “are other CEOs doing a better job and if so, how can you learn to measure up?(4)“

Success as a CEO.

Measuring Success as a CEO.

Knowing the job description is a good first step for a CEO, but to know how she’s doing, she needs to design her own measurement system.
Unlike inconvenient lower-level jobs, no one tells the Chief Executive how she’s doing. Do managers let her know she’s undermining their authority, making poor decisions, or communicating poorly? Not likely. Even when a CEO asks for honest feedback, the fear is there: non-flattering feedback may stall a promising career[1]. Even when a company uses 360-degree feedback, no one penalizes the CEO if she doesn’t act on the feedback.
The Board of Directors supposedly oversees the CEO, but they are far removed from day-to-day actions. Over time, they can evaluate performance, but they look mainly at share price and company strategy. They are rarely interested in—(or qualified to comment on!)—the CEO’s daily behavior.
But the CEO’s daily behavior will make or break the company! The CEO’s duties don’t change because they are unmeasured. Indeed, lax measurement makes it easy for the CEO to feel confident, even when she shouldn’t. Good feedback is the only way to know what’s working, but share price simply doesn’t do it. External measures measure the company, not the link between the CEO’s actions. A low share price tells her something’s wrong, but it doesn’t help her figure out what.
By measuring her performance based on her duties, a CEO can learn to do her job better. As explained in part 1, the CEO’s job is setting strategy and vision, building culture, leading the senior team, and allocating capital. The last of these is easy to measure. The first three are more of a challenge.
How does a CEO know she’s doing the vision thing? It’s hard. Having vision isn’t enough—that just takes a handful of mushrooms and a vision quest. Communicating the vision is the key. When people “get it,” they know how their daily job supports the vision. If they can’t link their job to the vision, that tells a CEO that her communication is faulty, or she hasn’t helped her managers turn the vision into actual tasks. Either way, a CEO can monitor her success as a visionary by questioning and listening for employees to link their jobs with the company vision.
Culture building is subtle, the culture a CEO sees may be very different from the culture of the rank-and-file. One company had a facilities policy that all equipment within 450 feet of the senior management offices was kept in top working order. Senior managers saw a smoothly running company, while everyone else saw neglect and carelessness.
Surveys about openness, values, and morale can be used to develop a measure of culture. The questions to ask aren’t rocket science. The book First, Break all the Rules gives a great questionnaire for measuring overall culture. Also, check turnover. When 95% of your workforce says they can’t wait to get to work, something is going right. If people rarely leave, and if it’s easy to attract top talent at below-market prices, you can be sure the culture plays a large role. If people leave (especially your top performers), again—look to culture. And don’t underestimate the power of walking around and counting smiles. If people are having fun, it will show.
The CEO’s success at team-building can often be measured through the team. Teams usually know when they’re effective. They can also rate their team using assessments that measure specific behaviors. For example, “I can trust my teammates.” “My teammates deliver their part of the project on time.” “Every member knows what is expected of them.” Regular team self-assessments can help the CEO track the team’s progress and hone her abilities to keep the team running smoothly[2].
Easiest to measure is a CEO’s capital allocation skill. In fact, financial measures are the ones made public: earnings and share price. But how can a CEO link those to her actual decisions? Working with her CFO, a CEO can devise financial measures appropriate to her business. Sometimes traditional measures are most appropriate, such as economic value added or return on assets (for a capital-intensive company). Other times, the CEO may want to invent business-specific measures, such as return on training dollars, for a company which values state-of-the-art training for employees. By monitoring several such measures, a CEO learns to link her budget decisions with company outcomes. Ultimately, the CEO’s should be creating more than a dollar of value for every dollar invested in the company. Otherwise, her best bet is to return cash to the shareholders for them to invest in more productive vehicles.
In startups, earnings begin low to nonexistent, and share price is more about salesmanship and vision than earnings. So the CEO gets almost no useful feedback about her capital allocation wisdom. She doesn’t know whether a dollar spent on a slightly nicer-than-necessary copy machine is wasted or is a wise investment in a long-term. Careful attention to the design and tracking of financial measures can help her prepare for the transition to an earnings-driven company.
In his 1988 Annual Report, Berkshire Hathaway chairman Warren Buffett included an excellent essay on CEO accountability. Click here to read Mr. Buffett’s observations on CEO measurement.

 

(Chief Executive Officer)

CEO
(Chief Executive Officer)
ความหมาย

           Webster’s new world college dictionary (1997, 254) ให้ความหมายไว้ว่า Chief Executive Officer คือ ผู้บริหารสูงสุดขององค์กร

           Oxford advanced learner’s dictionary of current English (2000, 215) ให้ความหมายไว้ว่า Chief Executive Officer : CEO คือ บุคคลผู้มีอำนาจและความรับผิดชอบสูงสุดในองค์กรหรือบริษัท

CEO คืออะไร
ทุกวันนี้เราจะได้ยินคำว่า CEO บ่อยมาก ทั้งในวงการาชการ และวงการธุรกิจ CEO ย่อมาจากคำว่า Chief Executive Officer หมายถึง บุคคลที่มีอำนาจและความรับผิดชอบสูงสุดในองค์การหรือบริษัท แนวคิด CEO มาจากแนวคิดของระบบธุรกิจอเมริกัน ที่นิยมการบริหารงานที่ค่อนข้างเด็ดขาด รวดเร็ว และการตัดสินสินที่ฉับพลันไม่งุ่มง่าม เพราะในวงการธุรกิจ เต็มไปด้วยการแข่งขัน ฉกฉวยแย่งชิงโอกาส ไม่ว่าจะเป็นผลิต หรือการช่วงชิงส่วนแบ่งการตลาด และในขณะเดียวกันก็ต้องดูแลควบคุมการใช้บุคลากรให้เต็มศักยภาพ และทำงานอย่างมีประสิทธิภาพ
แนวคิดนี้มีหลักที่สำคัญคือ ประธานหรือหัวหน้าฝ่ายบริหารสูงสุดของบริษัท ได้รับมอบอำนาจหน้าที่จากคณะกรรมการอำนวยการ หรือบอร์ดของบริษัท ให้มีอำนาจในการจัดการ ซึ่งรวมถึงการกำหนดนโยบาย การตัดสินใจ และการใช้อำนาจจัดการบริษัทอย่างเบ็ดเสร็จเด็ดขาด เนื่องจากหัวหน้าฝ่ายบริหารดังกล่าวจะเป็นผู้ที่มีส่วนสำคัญที่จะทำให้ บริษัท มีกำไร หรือขาดทุน มีความเจริญก้าวหน้าหรือความอยู่รอดขององค์การ ดังนั้นผู้ที่เป็น CEO จึงต้องเป็นบุคคลที่มีความรู้และความสามารถสูง

แนวคิด CEO           แนวคิดซีอีโอในภาคเอกชน มีแนวคิดสำคัญ คือ ประธานหรือหัวหน้าฝ่ายบริหารสูงสุดของบริษัทได้รับมอบหมายอำนาจหน้าที่จากคณะกรรมการอำนวยการ หรือบอร์ดของบริษัทให้มีอำนาจในการจัดการซึ่งรวมถึงการกำหนดนโยบาย การตัดสินใจ และการใช้อำนาจจัดการบริษัทอย่างเบ็ดเสร็จเด็ดขาดเนื่องจากหัวหน้าฝ่ายบริหารดังกล่าวจะเป็นผู้มีส่วนสำคัญในการทำให้บริษัท มีกำไรหรือขาดทุน เจริญหรือเสื่อม จึงจำเป็นต้องมีอำนาจดังกล่าว ผู้ที่ทำหน้าที่เป็นซีอีโอของภาคเอกชนจึงได้รับการแต่งตั้งจากผู้มีอำนาจหรือคณะกรรมการอำนวยการของบริษัท โดยต้องเป็นบุคคลที่มีความรู้ความสามารถสูง และซื่อสัตย์สุจริต บริษัทจะให้ค่าตอบแทนสูง มอบอำนาจอย่างเบ็ดเสร็จเด็ดขาด พร้อมกับจัดสรรวัสดุอุปกรณ์ให้ซีอีโอ เพื่อทำให้สามารถจัดการกิจการทั้งหลายของบริษัทให้ประสบผลสำเร็จทางวัตถุประสงค์ที่ตั้งเป้าหมายไว้อย่างชัดเจน แต่ถ้าซีอีโอปฏิบัติงานล้มเหลวหรือไม่ได้ตามวัตถุประสงค์ ผู้มีอำนาจหรือคณะกรรมการอำนวยการของบริษัทก็จะสั่งปลดได้ (วิรัช วิรัชนิภาวรรณ 2546, 52)           แนวคิดซีอีโอ ซึ่งอาจเรียกว่า “แนวทาง” หรือ “วิธีการ” บริหารหรือการจัดการ ใช้อยู่ในหน่วยงานของภาคเอกชนของต่างประเทศ โดยเฉพาะอย่างยิ่งในสหรัฐอเมริกา และประเทศในยุโรปรวมทั้งภาคเอกชนไทย           ซีอีโอ เป็นระบบของธุรกิจอเมริกัน ที่นิยมการบริหารงานที่ค่อนข้างเด็ดขาด รวดเร็ว และการตัดสินใจฉับพลันไม่งุ่มง่าม เพราะในวงการค้านั้นต้องฉกชิง และฉวยโอกาสทุกรูปแบบไม่ว่าจะเป็นการผลิต หรือการช่วงชิงหาตลาดของผลผลิต และในขณะเดียวกัน ก็ต้องดูแลควบคุมการใช้บุคลากรให้เต็มศักยภาพ และทำงานอย่างมีประสิทธิภาพ เพื่อให้ผลิตภัณฑ์ของบริษัทเป็นที่ถูกใจ ลูกค้า ด้วยต้นทุนที่ต่ำหรือลดต้นทุนและยิ่งมีกำไรมากเท่าไรก็ยิ่งดี (สุวิทย์ ยิ่งวรพันธุ์ 2544, 6)

ความรู้และทักษะของ CEO           CEO เป็นผู้มีบทบาทสำคัญในองค์กร ดังนั้นตำแหน่งนี้จึงต้องการบุคคลที่มีความสามารถดำรงตำแหน่ง ซึ่งความรู้และทักษะที่จำเป็นสำหรับผู้ที่จะดำรงตำแหน่งนี้ ได้แก่           1. ความรู้ในด้านการบริหารจัดการและภาวะผู้นำ ได้แก่          - การบริหารจัดการตนเอง          - ความรู้และทักษะในการบริหารจัดการองค์กร          - สมรรถนะความเป็นผู้นำ          - ความสามารถในการบริหารจัดการ           2. ความรู้ในด้านการวางแผน ได้แก่           - การวางแผนทางธุรกิจ           - การวางแผนกลยุทธ์           3. ความรู้ด้านการบริหารจัดการ ได้แก่           - การบริหารจัดการทรัพยากรบุคคล           - การบริหารจัดการบุคลากร           - การบริหารจัดการกลุ่มภายในองค์กร           - การบริหารจัดการธุรกิจที่เกิดขึ้นใหม่ ๆ           - การปรับปรุงองค์กรทางธุรกิจของตน           4. ความรู้ความสามารถในด้านการเป็นผู้นำ ได้แก่           - เป็นผู้นำของทุก ๆ คน           - เป็นผู้นำของกลุ่ม           - เป็นผู้นำขององค์กร           5. ความรู้ในด้านการจัดการกิจกรรมและทรัพยากรในองค์กร ได้แก่           - มีจริยธรรมในระบบการบริหารจัดการ           - การจัดการด้านการเงิน           - การจัดการด้านงบประมาณ           - การบริหารจัดการบุคลากร           - การบริหารจัดการกลุ่มในองค์กร           - การบริหารจัดการความเปลี่ยนแปลง           - การบริหารจัดการผลิตภัณฑ์และบริการ           - การบริหารจัดการการตลาด และการประชาสัมพันธ์           - การคิดอย่างเป็นระบบ

คุณสมบัติของ CEO คุณสมบัติของ CEO (สุวิทย์ ยิ่งวรพันธุ์ 2544, 6)           1. ความสามารถติดต่อสื่อสารกับบุคคลอื่นได้อย่างดีเยี่ยงนักการทูต รวมทั้งการวางตัวสง่าผ่าเผย เหมาะสมกาลเทศะ           2. ความสามารถในการวางแผนและการระดมทรัพยากรต่าง ๆ เพื่อให้สามารถบริหารงานได้ตามคำสั่ง หรือข้อบังคับของบริษัท           3. ความสามารถในการมอบอำนาจการปฏิบัติงานให้กับลูกน้อง หรือเพื่อนร่วมงานได้อย่างถูกต้องเหมาะสม           4. ความสามารถในการควบคุมและประเมินผลงานทุกขั้นตอน และทุกตำแหน่ง           5. ความสามารถในการเผชิญปัญหา และกล้าตัดสินใจด้วยข้อมูลสถิติ เหตุผลที่ตรวจสอบเรียบร้อยอยู่ในกรอบของอำนาจหน้าที่           6. ความคิดริเริ่มในการที่จะให้สัมฤทธิ์ผล ความคิดริเริ่มใหม่ ๆ มิใช่นั่งรอ แต่โอกาส หรือรองาน           7. ปฏิบัติงานด้วยจิตใจที่มั่นคง เมื่อเผชิญกับปัญหา หรือความกดดันจากฝ่ายตรงข้ามทุกฝ่าย           8. ความสามารถในการปรับตัวให้เข้ากับสถานการณ์ทุกอย่าง ไม่ว่าจะเผชิญกับงานชนิดใด ความรับผิดชอบ หรือประชาชนไม่ว่าจะมาในรูปใด           9. ปฏิบัติงานด้วยความมั่นคงแน่วแน่ต่อแผนที่ได้วางไว้ด้วยความรอบคอบ (ไม่โลเล) จนกว่าแผนจะบรรลุตามเป้าหมาย หรือปฏิบัติไม่ได้จริง ๆ แนวทางการสร้างพลังความเป็นผู้นำของ CEO (เสริมพงษ์ รัตนะ 2544, 83)           แนวทางการสร้างพลังความเป็นผู้นำของ CEO มีหลัก 9 ประการ คือ           1. ให้ความสำคัญกับคน ในฐานะที่เป็นทรัพยากรที่สำคัญที่สุด           2. ให้มีการชี้แจงจุดมุ่งหมายของการบังคับบัญชา และการควบคุม ผู้นำ จะต้องเป็นผู้รอบรู้มีความเชี่ยวชาญในงานขององค์การของคน และสนับสนุนให้ผู้ร่วมงานนำนโยบายไปปฏิบัติ           3. การสร้างสภาวะแวดล้อมผู้นำ โดยพิจารณาปรับโครงสร้างองค์การให้สะดวกต่อการส่งเสริมและให้โอกาสในการเป็นผู้นำ           4. พลังในการติดต่อสื่อสาร ผู้นำ ต้องมีความสามารถในการติดต่อสื่อสารในลักษณะสื่อสารสองทาง (Two way communication) และมีวุฒิภาวะทางอารมณ์ (EQ Emotion Quotient)           5. ความสามารถในการใช้สื่ออิเล็กทรอนิกส์ เช่น Internet เพื่อติดต่อกับบุคคลทั้งภายใน และภายนอกองค์การ           6. การเป็นที่ปรึกษาแก่ผู้ร่วมงาน           7. การมีผลงานที่ประสบความสำเร็จเป็นรูปธรรม โดยผู้นำต้องมีความรับผิดชอบ และมีระบบการควบคุมงาน เพื่อใช้เป็นเครื่องมือในการทำงาน ให้บรรลุเป้าหมายที่กำหนดไว้           8. ความรับผิดชอบร่วมกันในการจัดการ ผู้นำต้องสามารถผลักดันให้ผู้ร่วมงานทำงานสำเร็จตามเป้าหมายในลักษณะทีมงาน           9. การยอมรับต่อบุคคล ผู้นำต้องให้เกียรติต่อผู้ร่วมงานเพื่อให้เกิดความรู้สึกที่ดีต่อกัน และทำให้ทีมงานแสดงพลังออกมาได้อย่างเต็มที่

บทบาทของ CEO           CEO ควรจะมีบทบาทสำคัญในด้านต่อไปนี้ (ก่อศักดิ์ ไชยรัศมีศักดิ์ 2545, 43-47)           1. เป็นผู้วางกลยุทธ์ ให้บริษัทอยู่รอดทางธุรกิจ และเจริญรุ่งโรจน์ต่อไป การวางกลยุทธ์ได้ดี ต้องวางอย่างมีวิสัยทัศน์ วิสัยทัศน์ในที่นี้ไม่ได้หมายความแค่จินตนาการ คิดปุ๊บแล้วสั่งให้ทำปั๊บ CEO จะต้องลงไปคลุกคลีกับงานจนรู้แจ้งแทงตลอด เข้าใจกระบวนการทั้งหมด จากนั้นจึงแสดงวิสัยทัศน์ชี้นำ และมอบหมายอำนาจให้ผู้ใต้บังคับบัญชานำไปปฏิบัติ ไม่ใช่จะมากล่าวยกย่องกันเอง แต่คุณธนินท์ เจียรวนนท์ ประธานใหญ่ของเครือซี.พี. คือ ตัวอย่างที่ดีในเรื่องนี้ เพราะท่านทำงานชนิด “ติดดิน” ขลุกอยู่กับเล้าหมูเล้าไก่ถึง 6 ปี จนเข้าใจหมด จากนั้นจึงกระจายอำนาจให้คนอื่นจัดการแทน โดยสามารถให้คำแนะนำในการแก้ปัญหาต่าง ๆ ได้อย่างถูกต้อง เนื่องจากได้ “ฝ่าด่านปัญหา” ทุกขั้นตอนมาด้วยตนเอง และเมื่อฟังรายงานก็ทราบได้ทันทีว่า ผู้รายงาน “รู้จริง” หรือ “ยกเมฆ”           2. เป็นผู้วางโครงสร้างวัฒนธรรมภายใน เพื่อเป็นพลังขององค์กร CEO จึงควรสวมหัวใจของ Human Resource Manager ด้วย เพราะวิญญาณขององค์กรอยู่ที่ “คน” ไม่ใช่เครื่องคอมพิวเตอร์ หรือโต๊ะทำงาน CEO จึงต้องตระหนักในคุณค่า และให้ความสำคัญต่อพนักงานทุกระดับ โดยมีหน่วยงาน Human Resource เป็นผู้ปฏิบัติตามนโยบายให้บรรลุผล ประเด็นนี้เป็นเรื่องสำคัญมาก เนื่องจากโดยทั่วไป CEO จะเป็นผู้รับฟังข้อเสนอและความคิดต่าง ๆ จากทาง Human Resource และเลือกดูว่าจะเห็นด้วยหรือไม่ แล้วก็ปล่อยให้ Human Resource Manager ไปดำเนินการตามยถากรรม แต่ถ้า CEO เข้าใจว่างานด้าน Human Resource Manager เป็นหน้าที่หลักอย่างหนึ่งของตน ก็จะใส่ใจคิดหาวิธีการและลงมือผลักดันอย่างจริงจัง โอกาสที่นโยบายจะประสบความสำเร็จจึงมีสูงกว่า ขวัญและกำลังใจพนักงานก็จะได้รับการทะนุบำรุงด้วยระบบคุณธรรม โดยมี CEO เป็นผู้กำกับ           3. เป็นผู้ดูแลด้านงานปกครอง ต้องรับรู้ทุกข์สุข ปัญหาความขัดแย้ง เป็นผู้คอยไกล่เกลี่ยตัดสิน โดยยึดความถูกต้องยุติธรรมเป็นที่ตั้ง ซึ่งถ้าทำหน้าที่ได้ดีก็จะเป็นที่ยอมรับนับถืออย่างสูงจากสมาชิกในบริษัท           4. CEO ต้องเป็นเบอร์หนึ่งในด้านการประชาสัมพันธ์ เพราะ CEO คือคนที่กำหนดว่าจะให้สาธารณะชนรับรู้ภาพลักษณ์ขององค์กรไปในลักษณะใด เพื่อให้สังคมส่วนรวมให้การยอมรับและสนับสนุนกิจการขององค์กรในทุกสถานการณ์           5. CEO เปรียบเสมือน Conductor หรือผู้ควบคุมวงดนตรี CEO ต้องคอยเฝ้าสังเกตดูพฤติกรรมสมาชิกในองค์กร เพื่อปรับโครงสร้างและตัวบุคคล เช่นเดียวกับ Conductor ที่ต้องคอยปรับแต่งเสียงของเครื่องดนตรีที่แตกต่างกันให้บรรเลงออกมาประสานสอดคล้อง และไพเราะน่าฟังที่สุด           6. CEO ต้องเป็นนักบัญชีการเงิน เพราะภาพรวมทางบัญชีการเงิน คือ ภาพเอ็กซเรย์ขององค์กร เราจะสามารถมองทะลุเห็นโครงกระดูก ตับไต ไส้พุงของบริษัทอย่างชัดเจน ถ้ามองด้วยสายตาของนักบัญชี วิธีคิดแบบนักบัญชีจะช่วยให้ CEO มองเห็นสถานะสินทรัพย์ของบริษัทอย่างเป็นระบบระเบียบ เหมือนบริษัทเป็นบ้านหลังหนึ่ง ห้องนี้ เป็นห้องเก็บทรัพย์สิน ห้องนั้นเป็นห้องเก็บหนี้สิน ถ้ามีทรัพย์สินแปลกใหม่เข้ามาชิ้นหนึ่ง จะต้องรู้ว่าต้องจัดเก็บไว้ที่ห้องไหนจึงจะปลอดภัย และใช้ประโยชน์ได้สูงสุด CEO ที่ไม่รู้ว่าข้างของในบ้านตัวเองมีอะไรบ้าง จัดเก็บไว้ที่ไหน แม้จะมีชื่ออยู่ในทะเบียนบ้าน แต่ก็ไม่สมกับเป็น “เจ้าของบ้านตัวจริง”           7. CEO ต้องเป็นครูให้กับคนในองค์กร CEO ที่ดีไม่ใช่ “สั่ง” อย่างเดียว แต่ควรจะ “สอน” เป็นด้วย เพราะจะให้ทุกคนในองค์กรเก่งเหมือน CEO คงเป็นไปไม่ได้ มิฉะนั้นคงเป็น CEO หมดทั้งบริษัท CEO ไม่ควรโกรธเมื่อลูกน้องทำไม่ได้ดั่งใจ (เช่นเดียวกับไม่ควรโกรธคนขับรถว่าไม่ฉลาดพอ เพราะถ้าเขาฉลาดกว่านี้ก็คงไม่เป็นแค่คนขับรถอย่างที่เห็น) CEO ต้องสุขุมเยือกเย็นพอที่จะชี้แนะสั่งสอนให้ลูกน้องเกิดการพัฒนา ถ้าสอนแล้วเขาจดจำและทำได้ ถือว่าโชคดี หากบังเอิญมีลูกน้องที่เก่งเองโดยเราไม่ต้องเสียเวลาสอน CEO ก็เหมือนกับถูกลอตเตอรี่รางวัลใหญ่ แต่คงไม่มีใครดวงดีถึงขั้นถูกหวยตลอดทั้งปี CEO จึงต้องอดทนปากเปียกปากแฉะชี้แนะ สั่งสอนลูกน้องต่อไปอย่างไม่ย่อท้อ           จากบทบาททั้ง 7 ประการนี้ CEO มืออาชีพต้องแสดงให้ชนะใจคนดู ซึ่งก็คือ ผู้ถือหุ้น พนักงานและสังคมโดยรวม

หน้าที่ความรับผิดชอบทั่วไปของ CEO           โดยทั่ว ๆ ไป แบ่งได้ ดังนี้ 1. ในฐานะผู้นำ           - ให้คำปรึกษาแนะนำกรรมการของหน่วยงาน           - เป็นตัวแทนขององค์กร ในการสร้างความสัมพันธ์กับองค์กรอื่น และเป็นผู้แนะนำองค์กรให้ผู้อื่นรู้จัก 2. ในฐานะผู้บริหาร ผู้มองการไกล           - เป็นผู้รับรู้ข่าวสารใหม่ ๆ เกี่ยวกับองค์กรและบุคลากรเสมอ           - มองไปยังอนาคตเพื่อสร้างโอกาส           - มีการพบปะกันระหว่างผู้บริหารและบุคลากร           - มีการติดต่อกันระหว่างองค์กรและสังคมภายนอก 3. ในฐานะผู้ตัดสินใจ           - นำเสนอนโยบายและแผนงานแก่กรรมการบริหาร           - ตัดสินใจหรือแนะนำการปฏิบัติงานให้กับบุคลากร 4. ในฐานะผู้จัดการ           - บริหารจัดการองค์กร           - ปรับปรุงแผนงาน           - บริหารจัดการ ทรัพยากรบุคคลในองค์กร           - บริหารจัดการ เงิน และทรัพยากรทางกายภาพ 5. ในฐานะนักพัฒนา           - ช่วยในการคัดเลือกและประเมินสมาชิกของกรรมการบริหาร           - ให้คำแนะนำ ปรึกษา สนับสนุนการทำงาน           - สนับสนุนการประเมินกรรมการบริหารระดับสูง   หน้าที่หลักของ CEO           1. เป็นกรรมการบริหาร และสนับสนุนการทำงานขององค์กร           2. รับผิดชอบด้านการออกแบบ วางแผนการตลาด การประชาสัมพันธ์ เกี่ยวกับผลิตภัณฑ์และบริการ           3. บริหารจัดการด้านการเงิน ภาษี การจัดการความเสี่ยง           4. บริหารจัดการทรัพยากรบุคคลภายในองค์กร           5. การเผยแพร่และประชาสัมพันธ์องค์กรให้เป็นที่รู้จัก           6. การจัดการด้านงบประมาณเพื่อการพัฒนาองค์กร CEO กับ Knowledge Management           CEO ต้องเป็นผู้ให้ความสำคัญกับความรู้ เป็นผู้ที่สนับสนุนให้เกิดความรู้ขึ้นในองค์กร โดยเฉพาะความรู้ที่อยู่ในตัวบุคคลต้องให้ความสำคัญเป็นอย่างมาก เพื่อเป็นตัวผลักดันให้องค์กรเกิดการพัฒนาโดยกระบวนการในการจัดการความรู้ที่ CEO ต้องดำเนินการ คือ (Dauphinais 2000, 311-322)           1. การกำหนดว่าความรู้ใดเป็นความรู้ที่มีความสำคัญกับองค์กร และจำเป็นต้องใช้ในการทำงาน           2. การพิจารณาความรู้ที่จะจัดเก็บว่าจะนำไปใช้ในด้านใดบ้าง ซึ่งการจะทราบว่าความรู้ที่ได้จัดเก็บไว้นั้นจะนำไปใช้ในส่วนใด อาจพิจารณาได้จากหลายทาง เช่น จากลูกค้า จากบุคลากรในองค์กร เป็นต้น           3. การกำหนดวิธีการในการเข้าถึงความรู้ที่ได้ทำการจัดเก็บไว้ ซึ่งในส่วนนี้ต้องอาศัยเทคโนโลยีเข้ามาช่วยในการจัดการ           4. การกำหนดภาษาที่ใช้ในการจัดการความรู้ ควรเป็นภาษาที่สามารถเข้าใจได้ง่าย           5. การสร้างความรู้เสมือน คือ การสร้างแหล่งความรู้ให้สามารถเข้าใช้ได้ทุกที่ทุกเวลา           6. สร้างวัฒนธรรมการเรียนรู้ให้เกิดขึ้นในองค์กร           7. วัดผลที่ได้รับจากการสร้าง ระบบการจัดการความรู้ ที่ใช้ในองค์กร ซึ่งอาจวัดได้จากกำไรที่ทางบริษัทได้รับ           8. CEO ต้องสามารถคาดคะเนได้ว่าสิ่งที่ลงทุนไปนั้นจะเป็นสิ่งที่มีความคุ้มค่ากับองค์กร           9. CEO ต้องมีความกระตือรือล้นในการพัฒนาความรู้ขององค์กรอยู่เสมอ เพื่อให้องค์กรมีความรู้ใหม่ ๆ ในการพัฒนางาน