1,720,982 research outputs found
Boards that work: A new guide for directors
No full textDespite an abundance of information on the legal requirements of directors, there is little practical advice on how to develop a truly effective board. Added to this is today's growing expectation that boards should monitor management as well as take full responsibility for the performance of their organisations. \ud
Boards That Work addresses this deficiency by showing boards how to develop their own corporate governance charter to document best practice governance policies within the Australian legal environment. \ud
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Using the findings from contemporary global research, Geoffrey Kiel and Gavin Nicholson bring together the experiences of many boards and directors to present a model of policy documents and processes. \ud
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Checklists, diagrams, figures and practical examples are extensively used to clearly illustrate key concepts, and a complete sample charter is presented to assist all types of boards in developing their own governance policies and procedures
Board, director and CEO evaluation
No full textCorporate governance demands an increased focus on the leadership role of the board, the CEO and the directors and the call for these to be more accountable for their own performance is a growing global trend. Board, Director and CEO Evaluation helps to implement the recommendations for evaluation that haven been included in almost every major corporate geovernance review or report.\ud
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This practical guide is based on the authors' extensive research and consulting experience and provides the information necessary to carry out board, director or CEO evaluations. The authors discuss current thinking in best practice corporate governance and outline the benefits of evaluation. They use diagrams, checklists and practical examples to illustrate key concepts and include questionnaires to evaluate the performance of boards, committees, directors and CEOs.\ud
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As board, director and CEO performance is critical to today's organisation, this book is an essential business tool
Key governance issues for funded nonprofit organisations in Queensland
No full textThe past two decades has seen a rise in the expectations of governors of organisations that operate within Australia. Nonprofit organisations are not immune from these pressures and often face unique and challenging contexts when implementing good governance. As a major funder of nonprofit organisations throughout Queensland, three government departments, namely Queensland Health, the Department of Communities, and Disabilities Services Queensland, sought to better understand the challenges facing the nonprofit organisations with whom they work.\ud
In 2007, The Australian Centre for Philanthropy and Nonprofit Studies (CPNS) conducted a governance development survey on behalf of these three Departments to identify the most common training and development needs for Boards/Management Committees (Boards/MCs) of relevant nonprofit organisations. Consultations with the Departments and a client reference group identified a series of 18 relevant governance topic areas which formed the basis of the survey items. Participants were asked to outline \ud
1. the current competence of their Board/MC in each topic area;\ud
2. the level of importance of each topic area; and \ud
3. their level of interest in learning and development or materials for each topic area \ud
The survey was sent to the Boards/MCs of 835 organisations and we received 565 useable responses from individuals within these organisations. Participants represented a diverse range of organisations and a diverse range of governance arrangements. The exception to this generalisation was the organisation’s legal form - approximately 84% were Incorporated Associations. Participants were mostly female, unpaid, on no other Board/MC and consider themselves independent from management. Participants reported having relatively lower levels of expertise in the domains or disciplines of Law and Finance/Accounting than other salient domains
Accountability and retrospective legislation: Implications for directors, officers and third parties
No full textThis article explores two recent Queensland enactments directed at achieving accountability for past and/or future actions or omissions. These Acts broaden the scope of liability beyond that which existed at the time at which the conduct or omission occurred, and impose new \ud
responsibilities and potential liabilities upon directors and officers and even third parties.\ud
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The Acts in question operate in different societal and economic contexts – one in the resources and environmental protection space, the Environmental Protection (Chain of Responsibility) Amendment Act 2016, and the other deriving from the work of the he Royal Commission into Institutional Responses to Child Sexual Abuse , being the Limitation of Actions (Child Sexual Abuse) and Other Legislation Amendment Act 2016.\ud
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These legislative changes are examined and serve to highlight the tensions that arise between accountability and retrospectivity and the significant, and potentially unintended, consequences for directors and officers and others where there is retrospective application of legislation
Directors at work : a practical guide for directors
No full textDirectors at Work: A Practical Guide for Boards is designed to be a practical tool for directors and boards wishing to implement leading practice corporate governance in their organisations. The book discusses contemporary issues in corporate governance, ways in which boards, directors and their advisers can be effective, and ways to improve their governance processes and procedures. The book also discusses an area that was only touched on briefly in the previous book, but is at the heart of effective decision making by boards: board behavioural dynamics, which deals with the types of behaviours that either support or destroy good governance.\ud
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The role of the board of directors : perceptions of managerial elites
No full textWe highlight how directors and senior managers perceive the roles of a board to involve overseeing risk and compliance, strategy, governance, developing the CEO and senior management and managing stakeholders. We find that managers and directors perceive board effectiveness as linked to different combinations of these roles and that there appear to be differences in perceptions between different types of firms. We conclude that clarity around the board’s role set is critical to furthering the corporate governance research agenda, and that the relationship between board roles and perceived board effectiveness differs between managers and directors
How boards strategise : a strategy as practice view
No full textWhile board involvement in strategy is seen as increasingly important, our understanding of how boards fulfil this role is limited. This article draws on indepth qualitative research with directors and senior managers to develop a Strategy as Practice view on how boards "do" strategy. Two different but complementary strategising practices - Procedural Strategising and Interactive Strategising - are identified and elaborated in terms of their underlying micro-activities. The internal boardroom factors that affect the relative emphasis on these strategies practices - the strategic stance of the board, board power and perceive legitimacy of each practice - are also identified and discussed. These findings are then integrated into a typology of board strategising. A key implication of this paper is that boards need to consciously choose the nature and extent of their involvement in strategy
Boardroom identities: can independence by 'cued' in directors?
No full textDirector independence is a cornerstone of fiduciary responsibility and good corporate\ud
governance. However, most directors are recruited because of the roles and networks they hold, meaning\ud
that there is an expectation that identities held by a director outside the boardroom will be used to benefit\ud
the company. While this often works well, it is acknowledged that many directors, either consciously or\ud
subconsciously, will at times allow themselves to be influenced by their other roles to the detriment of the\ud
governance process. In this paper we argue that identity theory can be used to explore the impact of\ud
‘identity’ on corporate governance and that practical tools can be developed to actively assist directors to\ud
maintain ‘independence’ in the boardroom
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