Executive commentary on Levinson's article, "Between CEO and COO." (response to article by Harry Levinson in this issue, p. 71)
Article Abstract:
Three opinions regarding Harry Levinson's views on the relationship between a CEO and a chief operating officer (COO) are presented. While all three perspectives are in general agreement with Levinson's discussion of the matter, additional insights are given. It is emphasized that distinctions be made between the functions of the CEO and the COO so that relational problems can be minimized if not eliminated. An argument is also made for selecting a COO who is not a potential successor to the CEO to avoid tensions between both officers.
Publication Name: The Academy of Management Executive
Subject: Business, general
ISSN: 0896-3789
Year: 1993
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Between CEO and COO
Article Abstract:
The relationship between a CEO and a chief operating officer (COO) is different from other top level relationships since this carries implications for succession and leadership. The problems involved in such a relationship have to be fully understood so that the partnership can be strengthened and made more effective. Breakdowns between the relationship of the CEO and COO are discussed along with techniques on how to make the partnership a successful undertaking.
Publication Name: The Academy of Management Executive
Subject: Business, general
ISSN: 0896-3789
Year: 1993
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Voices of survivors: words that downsizing CEOs should hear
Article Abstract:
A set of middle managers in a financial services firm has been interviewed about their varied opinions regarding their firm's downsizing efforts. They have also been asked to act as advisors to the CEO in offering ideas for a more effective change management process. CEOs must listen to the managers' downsizing strategy and the uncertainty of their roles in the change.
Publication Name: The Academy of Management Executive
Subject: Business, general
ISSN: 0896-3789
Year: 1995
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