SOC Assignment

Question

Two readings are attached. One page short summary for each of the readings.

Phd_Level_Writerr · Answer

Subhash001 · Answer

ivsivs · Answer

hey student,
note: please read and understand the answer file
the answer file consists of
complete summaries for 2 sociology readings
the answers and explanations are complete
the answers and explanations have been properly solved, correct and checked.
reading:
khurana,rakesh-corporatesavior(reading1).pdf
summary:
in this chapter of "the shareholder value myth", lynn stout discusses the problems with charismatic ceo succession in corporations. she argues that this process is often detrimental to the health of the organization, as it privileges the most myopic demands of investors, analysts, and the business press over the genuine needs of the firm itself. furthermore, it creates expectations that cannot be met and sets up many new ceos for likely failure.
stout explains that charismatic ceos often have a strong influence on the board of directors, especially when they hold both the ceo and chairman positions. this can lead to a lack of oversight and accountability, as the ceo wields a great deal of control over the board's agenda and the information it receives regarding the performance of the firm. additionally, after a forced ceo turnover, it is common for the board to separate the chairman and ceo positions while conducting a ceo search. however, in almost all cases, the preferred candidates make it a condition of accepting the ceo position that they be given both titles.
moreover, stout argues that external ceo successors often take steps to build their own power base in ways that may be detrimental to the health of the organization. for example, they may remove incumbent executives and replace them with others whom they already know. such consequences of the external succession process are especially perilous, as once a new ceo has been appointed, the decision is not easily reversed.
stout also discusses the broader social and moral implications of charismatic ceo succession. she notes that the legitimacy of corporations is not just dependent on their economic contributions but also on their continued social and moral legitimacy in a society where citizens are increasingly suspicious of corporate power and conduct. she argues that the justification for the old system of managerial capitalism lay in its supposed efficiency. however, when that system broke down and was replaced by the shareholder capitalist system, the overthrow of the old managerial elite was justified on the grounds that corporations were important social creations that could not be guarded solely by a self-interested class of insiders. the new system, presided over by the charismatic ceo, quickly became disconnected from any moral moorings and adopted a policy that was incongruent with its original justification.
in conclusion, stout argues that charismatic ceo succession is a well-paved route to disappointment, not just for corporations but also for ceos themselves. it creates expectations that cannot be met and sets up many new ceos for likely failure. additionally, it is often detrimental to the health of the organization, as external ceo successors take steps to build their own power base in ways that may be detrimental to the organization's health. finally, she notes that the legitimacy of corporations is not just dependent on their economic contributions but also on their continued social and moral legitimacy. the charismatic ceo succession process undermines that legitimacy and makes it difficult for corporations to maintain their social license to operate.
reading:
tolbert091.pdf
summary:
the article "leadership: do traits matter?" explores the role of leadership in organizations, presenting evidence to challenge the traditional view of leadership as the primary driver of organizational success. the authors, lieberson and o'connor, conducted a study analyzing the impact of leadership on organizational outcomes and found that leadership accounts for only a small portion of the variance in organizational performance. this finding runs counter to conventional wisdom and the belief of many scholars in the importance of leadership.
the article discusses several criticisms of lieberson and o'connor's findings, including the argument that the impact of organizational size and contextual effects were not adequately considered. however, the authors argue that leadership's impact is constrained by organizational and environmental factors, and that leadership change may not make much of a difference in established organizations. in contrast, the impact of leadership is likely to be more significant in new organizations and during times of organizational crisis.
the article acknowledges that leadership is clearly important in changing organizational directions, developing new activities, considering mergers or acquisitions, and setting long-run policies and objectives. however, the authors argue that the impact of leadership is heavily constrained in established organizations, and that leadership change may not make much of a difference.
the article argues that neither a heroic nor helpless view of leadership is accurate or helpful in thinking about leadership. instead, it is important to realize that statistically, half of all leaders are below average. the article suggests that leadership is neither the solution nor the problem, but rather one important factor among many that contribute to organizational outcomes.
the article notes that the motivations of leaders are an important consideration. some argue that corporate executives have become technical managers separated from the concerns of capitalist owners, while others argue that corporate leadership represents the modern capitalist class with phenomenal power and wealth. the article suggests that the reality is likely somewhere in between and that the question of the organization's outcomes for society remains important.
the article concludes by discussing the role of leadership in voluntary organizations. unlike in work organizations, individuals in voluntary organizations are not typically appointed to positions of authority. rather, they assume leadership roles based on their expertise, experience, and willingness to serve. the article argues that leadership in voluntary organizations is often a collective effort, with decision-making distributed across many individuals rather than concentrated in a single leader.
overall, the article challenges traditional views of leadership and suggests that the impact of leadership on organizational outcomes is heavily constrained by organizational and environmental factors. while leadership is clearly important, it is not the only factor that contributes to organizational success, and it is important to consider the motivations of leaders and the organization's outcomes for society. in voluntary organizations, leadership is often a collective effort, with decision-making distributed across many individuals.

vuongdangdangvuong · Answer

here are brief summaries of chapter 1, chapter 2, and chapter 7 of "searching for a corporate savior" by rakesh khurana:
chapter 1: the savior obsession
in this chapter, khurana introduces the concept of the "savior ceo" and explores how the idea that a single, charismatic leader can rescue a struggling company became so pervasive in american business culture. he traces the history of this phenomenon back to the early 20th century and argues that it is rooted in a broader cultural fascination with the idea of the heroic leader. khurana also highlights some of the risks and limitations of this approach to corporate leadership.
chapter 2: the institutionalization of leadership
in this chapter, khurana examines how the concept of leadership became institutionalized in american business schools and corporations. he argues that the rise of scientific management and the increasing complexity of corporate organizations created a need for a new kind of leader who could navigate these challenges. this led to the emergence of leadership as a distinct field of study and the development of leadership training programs in business schools. khurana also discusses how the concept of leadership evolved over time and how different theories of leadership have emerged in response to changing historical and cultural contexts.
chapter 7: the ceo as celebrity
in this chapter, khurana explores the rise of the celebrity ceo and how this phenomenon has affected corporate governance and decision-making. he argues that the cult of the celebrity ceo has created a situation in which boards of directors and other stakeholders are more focused on the image and reputation of the ceo than on the long-term health of the company. khurana also discusses how the celebrity ceo model has contributed to a growing income inequality gap and a disconnect between the interests of top executives and the broader workforce. finally, he explores some of the risks and limitations of relying on a single, charismatic leader to guide a complex organization.

here's a brief summary of chapter 5, "leadership", from the textbook "organizations: structure, processes, and outcomes" by richard h. hall and pamela s. tolbert:
chapter 5: leadership
leadership is the process of influencing others to achieve a common goal. in this chapter, the authors examine various perspectives on leadership and the different approaches to studying it.
the first perspective is the trait approach, which suggests that effective leaders possess certain innate characteristics, such as intelligence, charisma, and self-confidence. while this approach has some merit, it fails to account for situational factors and the role of followers in the leadership process.
the second perspective is the behavioral approach, which focuses on what effective leaders do, rather than their inherent traits. this approach emphasizes the importance of task-oriented and people-oriented behaviors, as well as the ability to adapt to different situations.
the third perspective is the contingency approach, which suggests that the effectiveness of a leader depends on the situation. this approach emphasizes the importance of matching the leadership style to the situation and the needs of the followers.
the fourth perspective is the transformational approach, which emphasizes the importance of inspiring and motivating followers to achieve higher levels of performance. transformational leaders are characterized by their ability to articulate a compelling vision, build trust, and empower their followers.
the authors also discuss the importance of ethical leadership, which involves acting in a manner that is consistent with moral and ethical principles. ethical leaders are characterized by their honesty, integrity, and concern for the welfare of their followers.
in conclusion, the authors argue that effective leadership involves a combination of traits, behaviors, situational factors, and ethical considerations. leaders must be able to adapt to different situations, inspire and motivate their followers, and act with integrity and ethical principles.

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