By John Colley, Wallace Stettinius, Jacqueline Doyle, George Logan
A entire evaluate of 1 of ultra-modern most crucial and arguable themes the necessity for sound company governance is the number one merchandise on many people's agendas at the present time, from company administrators and selection makers to traders seeking to defend themselves from the subsequent Enron-type catastrophe. yet what precisely constitutes sound governance? And what should still administrators and executives do to make sure they could meet their governance responsibilities--whether criminal, ethical, or either? what's company Governance? presents readers with concise but accomplished assurance of this hot-button topic. Following the reader-friendly structure of McGraw- Hill's hugely profitable what's . . . sequence, this one-stop evaluation of company governance beneficial properties: factors of the legislation and rules that observe to company governance Insights into the duties--and liabilities--of company administrators dialogue of the effect of Sarbanes-Oxley on company governance matters
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Extra resources for What Is Corporate Governance?
They can be very short and informal or just the opposite, lengthy and ceremonial. Board meetings can be friendly and relaxed or adversarial and tense, efficient and no nonsense or rambling with a great deal of irrelevant discussion. Probably the single most influential variable contributing to the tone of a meeting is the style or personality of the leader or leaders. When there is a dominating leader or clique present among the board, decisions may be made beforehand, and the board’s actions become mere formalities with a minimum of discussion.
It is also the task of the prospective nominee to be certain that no real or perceived conflicts of interest exist. Finally, a nominee should be comfortable linking his or her reputation to that of the company and the board. Due diligence is an important process for the nominee as well as the company. It is reasonable for a company to ask why a nominee might be interested in joining a board, as the motive often affects commitment. The primary reasons tend to be the opportunity to gain additional experience, to network, and to contribute.
Public companies today require a clear majority of outside directors to comply with the revised listing standards GETTING AND KEEPING AN EFFECTIVE BOARD 25 of the major stock exchanges. Many companies go beyond this requirement and limit the inside directors to the CEO. Some companies may have one or two additional inside directors who make a special contribution to the board. For example, a president or chief operating officer who is being groomed for CEO succession might be invited to join the board to ensure a smooth transition when the current CEO retires.
What Is Corporate Governance? by John Colley, Wallace Stettinius, Jacqueline Doyle, George Logan