TAILIEUCHUNG - The Business Case for Corporate Governance_2

Tham khảo tài liệu 'the business case for corporate governance_2', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | David Jackson a more detailed framework. For companies that were prepared to show where they differed from the norm this was not a huge problem. For the rest it was seen as increased regulation with which they had to comply. We are now faced with commentators and academics who pose the question of whether boards are still focused on strategic issues or now are more focused on compliance. The revised Code has disrupted the work of some boards and made them unsure what they ought to be spending their time on. Has the revised Combined Code actually changed what boards do I recall being at a dinner with a Chairman of a FTSE 100 company and some other Company Secretaries discussing the role of the board. One of the Company Secretaries was explaining how much time it was taking him to draft his first corporate governance statement under the revised Combined Code and was outlining some of the challenges that he was facing. The Chairman became somewhat irascible and made a comment along the lines of There you are - we are talking about corporate governance again. Let s spend another 10 minutes on this and then we will get on to what boards really do. Clearly his Company Secretary was going to have his work cut out in getting him to see corporate governance as anything other than a prescriptive list of requirements that are boxes that have to be ticked. As I pointed out to that Chairman if boards don t do governance then what do they do Conversations with a number of Company Secretaries may offer some explanation. It would seem that in response to the revised Code Company Secretaries have started putting governance onto the board s agenda to such an extent that these governance items may be in danger of dominating the agenda. One consequence is that governance issues result in increased monitoring of management by the board. Seen this way the issue of strategic boards versus monitoring boards may be understood. It may well be that as a consequence of the revised Code boards

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