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The (Mis) Behavior of Successful CEO's Leads to Their Departure Jaleesa McBride Case 4 1. When placed in a high position, one must act accordingly. “Chief Executive Officers (CEOs) are responsible for overall direction and performance of their organizations” (Ivancevich, 227). All of the CEO listed above are men, who were all asked to resign because of a female colleague. Both normative and instrumental force played an important role in all three cases. Normative forces is based on organizational pressure and expectations while instrumental force is based on personal interest and beliefs (Ivancevich, 208). Every company have expectation that they want all their employees to adhere too. In each case the CEO’s resigned due to allegations of engaging in inappropriate relationships even though none of it could be proven ((Ivancevich, 227). “This case demonstrated that managing employee misbehavior (and the perception of misbehavior) is important and challenging goal for managers and leaders” (Ivancevich, 229). Therefore CEO should set the tone for the employee to see what acceptable behavior is within a company (Ivancevich, 229). 2. Although all the CEOs were could at their jobs, one could still say that they were wrong for the job. Every company should be made up of the powerful guiding group with consist of the right people that demonstrated teamwork (Kotter, 43). “Trust is often missing in senior management teams, although top managers loath to admit this in public” (Kotter, 50). HP CEO Mark Hurd, admitted to not living up to the company’s standards of trust, respect and integrity (Ivancevich, 229). In this instance it’s hard to say what the directors should do since in all three case they didn’t have much evidence to go by. Their selection process is okay since it’s based on a career-long venting process (Ivancevich, 227). The periodic review
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