Executive Leadership: An Appraisal of a Manager in Action.Chris Argyris

1954 ◽  
Vol 60 (3) ◽  
pp. 314-314
Author(s):  
Robert Dubin
Keyword(s):  
Executive Leadership

scholarly journals International Criminal Tribunal for Rwanda—genocide—conspiracy to commit genocide—complicity in genocide—mens rea—judicial notice

2007 ◽  
Vol 101 (1) ◽  
pp. 157-163 ◽  
Author(s):  
Daniel Bodansky ◽  
Kevin Jon Heller
Keyword(s):  
International Criminal ◽  
Common Knowledge ◽  
Military Training ◽  
International Criminal Tribunal ◽  
Executive Leadership ◽  
Formal Proof ◽  
Mens Rea ◽  
Significant Reversal ◽  
Republican Movement

Prosecutor v. Karemera, Ngirumpatse, & Nzirorera. Case No. ICTR-98-44-AR73(C). Decision on Prosecutor's Interlocutory Appeal of Decision on Judicial Notice. At <http://www.ictr.org>.International Criminal Tribunal for Rwanda, Appeals Chamber, June 16, 2006.In an interlocutory appeal in Prosecutor v. Karemera, the appeals chamber of the International Criminal Tribunal for Rwanda (ICTR) held that the commission of genocide against the Tutsis in 1994 is a “fact of common knowledge” of which trial chambers must take judicial notice (Appeals Decision, paras. 35, 38). The decision represents a significant reversal in ICTR practice: although some trial chambers have been willing to take notice of “widespread and systematic attacks” against Tutsis in Rwanda, they have uniformly insisted that the question of whether the attacks amounted to genocide is so fundamental that formal proof is required.As noted in the indictment, Edouard Karemera and Jospeh Nzirorera were minister-level officials in the Rwanda’ interim government (Indictment, paras. 1, 3) and served, along with Mathieu Ngirumpatse, as the national executive leadership of the National Republican Movement for Democracy and Development (MRND) (id., para. 9). They are charged with, inter alia, conspiracy to commit genocide, direct and public incitement to commit genocide, genocide, and—alternatively—complicity in genocide (id.). The prosecution alleges that they created, recruited, and organized the Interahamwe, the vicious youth wing of the MRND; provided members of the Interahamwe with weapons and military training; and helped formulate and implement policies of the interim government of April 8, 1994, that were intended to incite, encourage, and abet killings of Tutsis (id., para. 14).

Process and trends in strategy and form of organizational structures (research of Istrian Partnership Companies of Hospitality)

1997 ◽  
Vol 3 (2) ◽  
pp. 343-362
Author(s):  
Marli Gonan Božac ◽  
Marčelo Dujanić ◽  
Tihomir Vranešević
Keyword(s):  
Organizational Structure ◽  
Dynamic Process ◽  
Top Management Team ◽  
Executive Leadership ◽  
Organizational Structures ◽  
Management Team ◽  
Top Management ◽  
Organizational Redesign

The success of partnership companies of hospitality depends on occasional and constant improvements. The two most important stimuluses of improvement are the change of organizational structures (organizational redesign), and the executive leadership. The executive leadership and thereby the top management team has the key role. The redesign of organizational structures has to be a dynamic process which will enable the compatibility with its surrounding. The analysis of the organizational structure and strategy is conducted on the sample of Istrian partnership companies of hospitality.

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