Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers

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dc.contributor.author Lyons, Mark
dc.date.accessioned 2013-08-21T03:13:19Z
dc.date.available 2013-08-21T03:13:19Z
dc.date.issued 1992-12
dc.identifier.citation Lyons, M. 1992, Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers, CACOM Working Paper No. 11. en_US
dc.identifier.isbn 1-86365-096-2
dc.identifier.issn 1-036-823-X
dc.identifier.uri http://hdl.handle.net/10453/23464
dc.description This paper reports work in progress and should not be cited without permission. en_US
dc.description.abstract This paper reports on the way 16 large community organisations in NSW are managed. It is based on lengthy, semi-structured interviews with their chief executive officers (CEOs), conducted in late 1990 and early 1991. Interviews sought to explore the CEOs' approach to management in general as well as the way they were managing the organisations they currently headed. Little is known of Australian managers generally and nothing at all of those in the community sector. Although small community organisations are more numerous, large organisations, those with an annual expenditure in excess of two million dollars and employing at least 50 staff, provide services to a larger number of people and require a more conventional suite of management skills. One of the issues the study seeks to illuminate is whether there are, or are perceived to be, significant differences between managing for-profit firms, government agencies and community organisations. en_US
dc.language.iso en en_US
dc.publisher CACOM UTS en_US
dc.relation.ispartofseries CACOM Working Paper;No. 11
dc.subject Community Organisations en_US
dc.subject Australia en_US
dc.subject Management en_US
dc.title Managing Large Community Organisations: The Approaches of sixteen Chief Executive Officers en_US
dc.type Working Paper en_US


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