Functions, Skills and Rolls for a CEO´s Pharmaceutical company with headquarters in Munich.

Topics: Chief executive officer, Executive officer, Organizational studies Pages: 5 (1299 words) Published: October 21, 2009
IndexIntroduction3Skills4Functions5Leading5Planning5Organizing6Controlling6Roles6Figurehead6Leader6Disseminator/ Spokesperson:7Conclusions7IntroductionBeing the chief executive officer of a large scale company in any field is no easy task. In the pharmaceutical industry the technical specifications make it all the more difficult. The general job description of a CEO in this field is to control daily operations and greatly influence strategic direction, working directly with the Board of Directors. The right candidate must have significant senior executive experience leading a biotechnology, pharmaceutical and/or medical device company with full profit and loss responsibility. Due to the demanding nature of the profession, these types of managers are usually best grown in the field of work, making their way from a medical or biotech background, finally reaching higher level management positions.

The primary goal for the CEO is to expand intellectual property, patents, trademarks, market applications for the company's products and capital raising, as well as establishing strategic relationships in order to build shareholder value. This candidate will be responsible for the identification, recruitment, and management of the senior executive team as well as overseeing the hiring of all levels within each department of the organization. They must identify opportunities and negotiate various agreements and author company policy. The latter is quite important in terms of corporate culture and how the employees are handled. The field of science is usually filled with enthusiasts, which is something that needs to be well established in the company culture and used to maintain motivation in this highly competitive industry.

Previous experience in working with the FDA, including scientific research as well as clinical testing and compliance is preferred, which constitutes a strong medical background. Moreover, the candidate must have a strong background in patent enforcement including priority directives and scientific proliferation. However, there's also the administrative side which includes having experience with negotiating and implementing many forms of contracts, partnerships, licensing, sublicensing and merger & acquisition both scientifically and non-scientific.

Having outlined the basic description of what a CEO of a pharmaceutical company would look like on paper, it's also important to look into the three necessary aspects that will make him a good manager in practice. These include the functions that he has to undertake in order to effectively lead the company; the various roles that the candidate is to step into during his employment, whilst dealing with all sorts of publics and situations; and the skills that one needs in order to successfully take on the functions and roles.

SkillsWe will start with this last point as in fact its the basis of what makes a manager competent. There is an entire skill set necessary for effective management; however these dont have to be innate as certain abilities can be acquired through experience.

The basis breakup of important skills for a manger is the following:Conceptual skillsHuman skills& Technical skillsNo one set is more important than the other because the job of the CEO is to steer the massive machinery of the company, with all that entails, as well as dealing on various levels with the employees, clients and maybe even consumers. Thus in order to be successful one needs to acquire and raise numerous aptitudes that allow the individual to understand and mold the course of development of the company, freely interact with and control people and operate with technical knowledge of the trade.

In the pharmaceutical industry, for the CEO the main skills would be:Advanced biotech or medical knowledge and skills to understand the production on its different levels.

A good understanding of what the company is producing and how it's doing it - the R&D and machinery...

Bibliography: "ORGANIZATIONAL BEHAVIOR" 10th Edition. Stephen P Robins.
"ORGANIZATIONAL BEHAVIOR: HUMAN BEHAVIOR AT WORK" 12th Edition. John Newstrom.
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