TAILIEUCHUNG - The Business Case for Corporate Governance_1

Cuốn sách này đi vượt ra ngoài những gì và làm thế nào "quản trị doanh nghiệp để khám phá những tác động và lợi ích của quản trị tốt cho các công ty và các nhà đầu tư của họ. Các đóng góp này đang dẫn đầu thị trường các học viên, các nhà đầu tư, học giả và chuyên gia tư vấn cung cấp quan điểm của mình dựa trên một sự giàu kinh nghiệm. | The role of the Chairman Creating a climate of trust I found it reassuring in my conversations with Chairmen that they put great emphasis on their responsibility for ensuring that board relationships are built on trust. For them personally a trusting relationship with their Chief Executives is essential. Equally important is the need for the non-executive directors collectively to trust the executive directors and the management. Unfortunately there are examples where trust breaks down when matters go badly wrong in a company. The Chairman needs to pick up the early warning signals by using his antennae and then nip the problem in the bud. To my mind breakdowns in trust in companies are not usually the result of any betrayal but are more often caused by poor communications. One Chairman who had experience of such a breakdown on his board gave me a copy of a speech he read to his executive and non-executive directors in two groups. He was not sure that it had been effective but I believe it is worth quoting from extensively An exemplary board he wrote is one which is a robust social grouping of individuals which is capable of challenging one another s conclusions through open communications in an atmosphere of respect trust and candour. This captures the spirit of the board as a collegiate team. He goes on You have to guard against your executive directors interpreting the governance guidance as management is not to be trusted or the board s responsibility is to police management on behalf of the shareholders . If this is communicated to a management team from the behaviour of the Chairman . then you destroy all hope of a unitary board. Although Chairmen feel they need to be aware of any sign of a lack of integrity amongst management there are more subtle ways of picking up such signs than behaving like policemen. The encouragement of whistle-blowing procedures is a positive feature now introduced into most large organisations. The Chairman in his speech then .

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