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書目名稱Great Companies Deserve Great Boards影響因子(影響力)




書目名稱Great Companies Deserve Great Boards影響因子(影響力)學(xué)科排名




書目名稱Great Companies Deserve Great Boards網(wǎng)絡(luò)公開度




書目名稱Great Companies Deserve Great Boards網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Great Companies Deserve Great Boards被引頻次




書目名稱Great Companies Deserve Great Boards被引頻次學(xué)科排名




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書目名稱Great Companies Deserve Great Boards年度引用學(xué)科排名




書目名稱Great Companies Deserve Great Boards讀者反饋




書目名稱Great Companies Deserve Great Boards讀者反饋學(xué)科排名

Introduction

Clumsy

ADAGE

,Board Committees—and How to Work With Them,boards have more than these three committees, such as Finance, Risk, or Corporate Social Responsibility. Others have adopted different names for the three core committees that may denote an expanded committee role or may reflect the company’s heritage. For example, a “Board Affairs Committee” typica

開玩笑

英寸

,CEO Succession—The Most Important Decision Your Board Will Make,ly by the CEO, with fairly minimal board involvement. Boards rarely challenged the CEO’s selection of a successor, and they typically ratified that choice with minimal debate, taking the view: “The CEO knows the job and knows his people better than the board ever will. Why would we seek to interfere

英寸

,Sitting on Another Company’s Board, actually serving as a director seems an almost obvious step in any CEO’s career path. Yet not every CEO takes this step. A 2009 study by Spencer Stuart. found that only half of the CEOs of S&P 500 companies serve on other public companies’ boards. In fact, some companies actually forbid their CEOs

制造

,As You Move Forward …,ssful are: (1) A failure to understand and address all eight components that factor into board effectiveness. (2) Asking for greater openness between the board and CEO but responding in a way that is defensive or critical when you get it. (3) Delegation of board changes that require leadership from

Arresting

https://doi.org/10.1007/978-1-4615-4835-5l CEO” was the norm: CEOs selected their board members—often close friends—and board appointments were almost honorific. That changed in 2001 with the fall of Enron and the scandals at Tyco, WorldCom, Adelphia, and others, as well as the passage of the Sarbanes-Oxley Act and the NYSE and Nasdaq’s in

Robust

Beno?t Igne,Gary McGeorge,Zhenqi Shirking relationship with that board. There are six things that any new CEO should consider doing to get that working relationship off to a great start. The timing of these may vary, depending on whether your predecessor continues to serve as Chairman subsequent to your appointment as CEO.