ABSTRACT
This chapter looks at the work and distinctive responsibilities of higher level managers. Acquiring other companies is a legitimate, if highly intermittent, concern of top managers. Broadly speaking there are two kinds of acquisition: strategic and opportunistic. Some top managers responsible for a large company or an important operating division emphasise analytical ability in accounts of their work, and as the quality necessary to work out what to do to ‘turn round’ a company with falling profitability. Top managers in Britain in particular emphasise some of the people related aspects of their work. The chapter considers the distinctive features of the role of the production boss, and noted ways in which his work pattern differs from that of production managers in general. There is a complex of personnel decisions and activities. There is the question discussed in connection with the role of higher managers that of the personal development of managerial subordinates in career terms, and occasional promotion decisions.
