Custom cover image
New Corporate Governance : Successful Board Management Tools / by Martin Hilb
Resource type: Ressourcentyp: Buch (Online)Book (Online)Language: English Series: Management for Professionals | SpringerLink BücherPublisher: Berlin, Heidelberg : Springer Berlin Heidelberg, 2012Description: Online-Ressource (XII, 237p. 118 illus, digital)ISBN:- 9783642235955
- 650
- 658.4
- HD28-70
- HD2741-HD2749
- HD2741 .H538 2012
Contents:
Summary: Introduction -- Situational Dimension -- Strategic Dimension -- Integrated Board Management Dimension -- Controlling Dimension -- ConclusionsSummary: Martin Hilb presents an innovative and integrated approach to the theory and practice of corporate governance. Central to this approach is a set of instruments - developed and tested by the author - that can be used by boards to offer effective strategic direction and control to their organizations. The board instruments can be readily applied to the selection, review, remuneration and development of board members, and for conducting board self-evaluations. This new approach to corporate governance is based on four guiding principles: keep it situational, keep it strategic, keep it integrated, and keep it controlled. Together, these principles form the basis of an integrated approach to all key aspects of corporate governance. The main arguments in each section are supported by conceptual models, practical board tools or case studies, making the book ideally suited to board members, senior managers and post-graduate students. "Martin Hilb's new book will stimulate behavioral change behind board doors. Nothing is more important to the continuing improvement of board governance than the board self-appraisal tools promoted in this book". Professor David R. Beatty, Director of the 'Center for Board Effectiveness' of the University of Toronto, and Managing Director of the Canadian Coalition for Good Governance, Toronto "There is no 'one size fits all' corporate governance solution, but integrity is the basis for all, and above all common sense needs to be used. Hilb's new glocal approach illustrates this in an effective way". Noke Kiroyan, Chairman of the Board of Rio Tinto Corporation and Chairman of the IBL (Resource Center for Corporate Citizenship), Jarkarta "Martin Hilb's book is a welcome and substantial addition to the corporate governance debate. I have long respected and valued his insightful contributions to management issues. In this book he provides us with integrated and holistic concepts, and ways and means for achieving effective, real-world board management. With this book, responsible directors may well be encouraged to evaluate their own board performance. Therefore, it is essential reading for business leaders committed to successful corporate governance". Dr. Egon Zehnder, Chairman of the Board of Egon Zehnder International Inc, ZurichPPN: PPN: 165128069XPackage identifier: Produktsigel: ZDB-2-SBE
Contents; Foreword; Part 0 Introduction; 0.1 Background; 0.2 Objectives; 0.3 Approach; 0.4 Definition of Terms; 0.5 The "New Corporate Governance" Framework; Part 1 Situational Dimension; 1.1 External Business Context; 1.1.1 Institutional Context; 1.1.2 National Context; 1.1.3 Normative Context; Legality of Board Management; Legitimacy of Board Management; 1.2 Internal Business Context; 1.2.1 Ownership; 1 . Family-owned Firms (Family-business Governance); 2 . Cooperatives (Cooperative Governance); 3 . Non-Profit Organizations; 4 . Public Organizations (Public Governance)
5 . Publicly Listed Companies (Corporate Governance)1.2.2 Board Configuration; The "Trial" Board System; The "Dual" Board System; The "Monistic" Board System; The Third Way: The Board as a Mechanism for Direction and Control; 1.2.3 Organizational Complexity; (A) Organization Size; (B) Stage of Development; 1.2.4 Board Role Players; 1 . Role of the Chairperson of the Board; 2 . Role of the Independent/External Board Members; 3 . Role of the Board Secretary; 1.2.5 Degree of Internationalization; Development Stage I:; Development Stage II:; Development Stage III:; Development Stage IV:
Subsidiary Governance1.2.6 Mix of Board Functions; Part 2 Strategic Dimension; 2.1 Targeted and Diverse Board Team Composition; The Outer Disk: Necessary Board Know-How; The Middle Disk: Necessary Board Team Roles; The Inner Disk: Comparative Strengths of Social Data; (A) Targeted Composition Based on Board Know-How; (B) Targeted Composition Based on Board Roles; (C) Targeted Board Demographic Composition; (D) The Coaching Role of the Chairperson; 2.2 Critical but Constructive Culture of Trust; 2.3 Networked Board Structure; 2.4 Stakeholder-Oriented Board Success Measures
Phase 1: Value CreationPhase 2: Strategy Development; Phase 3: Ratification of Strategy; Phase 4: Implementation of Strategy; Phase 5: Monitoring Strategy Implementation; Part 3 Integrated Board Management Dimension; 3.1 Targeted Selection of Board Members; Phase 1: Determination of the Main Tasks of the Board of Directors; Phase 2: Determination of Main Tasks of the New Chairperson of the Board; Phase 3: Know-How and Distribution of Roles in the New Board; Phase 4: Determining the Chairperson's Job Profile; Phase 5: Development of a Recruiting Process
Phase 6: Systematic Structuring of the Selection ProcessPhase 7: Selection Committee Processes Candidates' Information; Phase 8: Study Applicants' References; Phase 9: Presenting the Candidate to the Board and Top Management; Phase 10: Induction of the New Chairman; Illustrative Case Study for Part 3: Keep it Integrated; 3.2 Targeted Feedback for Board Members; 3.3 Targeted Remuneration of Board Members; 3.4 Targeted Development of Board Members; 3.5 Integrated Board Management Committees for Large Firms; Part 4 Controlling Dimension; 4.0 Integrated Audit & Risk Management Committee
4.1 Auditing Function of the Board
No physical items for this record