Based on Machiavelli's "The Prince", this modernisation describes what modern capitalists need to know to be able to get and hold onto corporate power. Following in Machiavelli's steps, this new "chief executive's guide" leads us through all the important skills recommended in acquiring, defending and extending control over your organisation. It deals with many of the subjects which confront the modern executive every day: managing hatred, contempt, and opposition, eliminating your enemies, successful deceit, cruelty, compassion, corporate independence, opportunism, self-reliance, useful management expedients, managing managers and employees, taking and ignoring advice, using influence and the application of brutality. The book seeks to shed some light into the darker corners of the reasoning used by the powerful "corporate princes" of our own generation, in the same way that Machiavelli attempted to enlighten the dark world of power that maintained the ruthless Borgia and Medici families in the 15th century.

"A Texas governor has only two happy days: the day he is inaugurated and the day he retires." So spoke Joseph D. Sayers at the beginning of the twentieth century. Now, in an analysis of the Texas governorship by Fred Gantt, Jr., the reader learns why Governor Sayers' remark remains true many years after it was uttered: the office has come to be so demanding that the reader may ask why anyone would want it. Price Daniel described a typical day: "The governor's job is a night-and-day job; I usually get up in the morning about seven and start answering the telephone, and then look over the mail that has come in late the day before. I sign mail before going over to the office and then have interviews most of the day. . . . In the evening at the Mansion I take calls and messages until late in the night." The Chief Executive in Texas is much more than a book full of interesting facts: It is a discerning political commentary built on a broad historical foundation that places events and persons in a perspective perhaps not previously considered by the reader. The office of chief executive in other states also is explored, as well as the decline and rise of executive power as it has been limited in various constitutions in Texas and as it has developed through custom. The account of the governor's relationship with the Legislature is historically valuable. Especially interesting to many readers will be the discussions of the political roles of individual Texas governors, whose ranks include "Ma" and "Pa" Ferguson and "Pappy" O'Daniel. These studies are personally revealing, and they attest that polities in Texas apparently can never be dull.

This report proposes orderly methods of selecting a qualified police chief executive and of retaining him after selection. It also suggests means by which communities can increase the effectiveness of their police chief executives by ensuring the authority, resources, and tenure necessary to fulfill the responsibilities of the positions properly. In addition, this report sets out procedures, grounded on American constitutional notions of fairness and due process, for removing an unqualified police chief executive from office. The eighteen standards presented, along with their related commentaries, were developed and reviewed by the police chief executive committee of the International Association of Chiefs of Police (IACP), which, with funding support from the Law Enforcement Assistance Administration (LEAA), conducted a yearlong study into the role and position of police chief executives. The appendix contains a discussion of the research methodology, copies of the survey questionnaires, and statistical summaries of questionnaire responses. An index is provided.

Legal scholar Peter M. Shane confronts U.S. presidential entitlement and offers a more reasonable way of conceptualizing our constitutional presidency in the twenty-first century. In the eyes of modern-day presidentialists, the United States Constitution’s vesting of “executive power” means today what it meant in 1787. For them, what it meant in 1787 was the creation of a largely unilateral presidency, and in their view, a unilateral presidency still best serves our national interest. Democracy’s Chief Executive challenges each of these premises, while showing how their influence on constitutional interpretation for more than forty years has set the stage for a presidency ripe for authoritarianism. Democracy’s Chief Executive explains how dogmatic ideas about expansive executive authority can create within the government a psychology of presidential entitlement that threatens American democracy and the rule of law. Tracing today’s aggressive presidentialism to a steady consolidation of White House power aided primarily by right-wing lawyers and judges since 1981, Peter M. Shane argues that this is a dangerously authoritarian form of constitutional interpretation that is not even well supported by an originalist perspective. Offering instead a fresh approach to balancing presidential powers, Shane develops an interpretative model of adaptive constitutionalism, rooted in the values of deliberative democracy. Democracy’s Chief Executive demonstrates that justifying outcomes explicitly based on core democratic values is more, not less, constraining for judicial decision making—and presents a model that Americans across the political spectrum should embrace.

The Non-executive Directors Handbook is an indispensable guide that deals with the changing role and responsibilities of the Non-Executive Director in companies today. It recognises the increasing importance of the position, the growing pressures on Non-Executive Directors and the need for full compliance with the latest legislation and regulation in order to avoid heavy fines and penalties. This book provides practical information and guidance on all aspects of the role. Written specially for and about non-executive directors the book incorporates useful checklists and summaries. Updated material includes: corporate strategy; risk management; ethics (Global Reporting Initiatives (GRI)); governance (covers current version of the Combined Code); how to improve a company's efficiency and effectiveness; International Standards on Auditing (ISAs); and updates for recent developments of the impact of Sarbanes-Oxley Act. - Best-practice guidelines on all the duties and responsibilities of non-executive directors - Full coverage of corporate strategy, risk management, ethics (especially in line with Global Reporting Initiative [GRI] guidelines), and governance - Shows how to improve a company's efficiency and effectiveness

In late February 1994, Andrew Gurr was persuing the appointments pages of the Sunday Times when an advert caught his eye: 'Wanted: Chief Executive of the Falkland Islands Government'. Intrigued, he decided to follow it up... Nobody was more surprised than Andrew when, a few months later, he was offered the position. There followed five remarkable years running one of the smallest governments in the world and acting as Governor for nearly a year of that time. A more curious and multi-facted job would be hard to find. Nineteen years after the war and 8,000 miles from the mother country, are these intensely patriotic islands, or merely an anachronism and an embarrassment? What is it really like to live and work there? The answers are revealed in this book, where Andre shows his understanding of the people, the heritage, the wildlife and the landscape of this breathtakingly beautiful part of the world. This book is at times moving, at times humourous, and always captivating. It is a remarkable memoir of an opportunity that only comes to a selected few.

This book examines the role of Chief Executives in white collar crime from a convenience theory perspective. Privileged position status, legitimate resource access, institutional deterioration, lack of control and guardianship, and criminal networks such as cartels are some of the typical factors of opportunity convenience when chief executives commit white-collar crime. By presenting and discussing such factors, this book aims to clarify vulnerabilities in organizational settings when the deviant chief executive takes advantage of their position for criminal means. The book applies convenience theory to explain a variety of cases of corporate crime committed by chief executives. The work will be a valuable resource for academics and researchers in the areas of criminology and criminal justice, law enforcement policy, business management and organizational behavior.

Covering the issues about political, economic, social, education and more, this book examines how critical the government is when handling challenges from past to current. With fresh perspectives and unique angles of criticism, the author provides us the clearest look at the government of today.

TRB's Transit Cooperative Research Program (TCRP) Report 148: Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies provides strategies to recruit minorities for chief executive officer (CEO) positions and offers resources to assist governing boards of public transportation agencies in the recruitment of minority CEOs. The report also assesses the transit industry's recruitment processes for CEOs and provides a case for diversity that documents the benefits of minorities in public transportation leadership positions. The report also describes strategies for retaining CEOs at public transportation agencies.