TITLE

Establishing Effective Boards

AUTHOR(S)
Harris, Trish W.
PUB. DATE
June 2001
SOURCE
Financial Executive;Jun2001, Vol. 17 Issue 4, p39
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article reports on the establishment of effective corporate boards. The management of a chief executive officer (CEO) that minimizes the influence of the corporate board and keeps them from knowing things creates a great difficulty for the company to maintain the status quo. Boards, in order to avoid such management, should have independence from the management of the company and should not be subservient to the CEO. Boards are also more effective when the members are independent of the organization. Directors of corporate boards must be independent and dedicated to their jobs so that shareholders have their investor value protected.
ACCESSION #
11873343

 

Related Articles

  • Ten years ago in The Corporate Board. Lorsch, Jay W. // Corporate Board;Jul/Aug2006, Vol. 27 Issue 159, p29 

    The article presents a reprint of the article "The Board as a Change Agent," by Jay W. Lorsch in the July 1996 issue of the journal. It discusses about the role of CEOs in corporate governance. Also, it emphasizes that a CEO is considered to be a more powerful party compared to the corporate...

  • CEO DUALITY AS A DOUBLE-EDGED SWORD: HOW BOARDS OF DIRECTORS BALANCE ENTRENCHMENT AVOIDANCE AND UNITY OF COMMAND. FINKELSTEIN, SYDNEY; D'AVENI, RICHARD A. // Academy of Management Journal;Oct94, Vol. 37 Issue 5, p1079 

    When a firm's chief executive officer is also the chairperson of its board, directors have opposing objectives. According to organization theory, such CEO duality establishes strong, unambiguous leadership. But according to agency theory, duality promotes CEO entrenchment by reducing board...

  • BOARD LEARDERSHIP AND FIRM PERFORMANCE. Harjoto, Maretno A.; Hoje Jo // Journal of International Business & Economics;10/20/2008, Vol. 8 Issue 3, p143 

    We examine the effects of internal and external corporate governance and monitoring mechanisms on the value and performance of firm choosing various leadership structures. Employing a large and extensive sample during the 1995-2005 period, we find that after correcting for the endogenous...

  • Why Outsiders on Boards Can�t Solve the Corporate Governance Problem. TOSI, HENRY L.; SHEN, WEI; GENTRY, RICHARD J. // Organizational Dynamics;May2003, Vol. 32 Issue 2, p180 

    The article reveals why increasing the number of outsiders on boards of directors cannot solve the corporate governance problem. The authors show how chief executive officers (CEOs) can weave an intricate web of conditions that allow them to exert substantial influence over boards of directors....

  • Improving the Performance of Corporate Boards: Identifying and Measuring the Key Drivers of Success. Epstein, Marc J.; Roy, Marie-Jos�e // Journal of General Management;Spring2004, Vol. 29 Issue 3, p1 

    By appraising the contribution of individual members and focusing on process and outputs, corporate boards can improve their own performance and that of their companies. The demands for increased corporate accountability have been made by consumer activists, corporate shareholders, government...

  • Advice and consent. Macey, Jonathan R.; Seiden, Steven A. // Directors & Boards;2009 2nd Quarter Supplement, Vol. 33 Issue 4, p80 

    The article offers information on the collegial and adversarial model of corporate governance. It compares the combination of both models to the relationship that the U.S. Senate has with the President under Article II of the Constitution. The chief executive officer, like the President, manages...

  • A CHAIR FOR THE CEO. Ochala, Bryan // Credit Union Management;May2005, Vol. 28 Issue 5, p50 

    Focuses on the dilemma of whether chief executive officers should fill the vacancy in the board of directors or become a voting member in the board in the U.S. Opposition of corporate government experts on the idea that CEO serves a leader of the board of directors; Reasons on why some...

  • Do you want hands-on board members? Yes. SALZMAN, ERIC // Directors & Boards;2014 4th Quarter, Vol. 39 Issue 1, p35 

    The article discusses aspects of corporate board members and chief executive officer's (CEO) partnership on strategic and tactical issues of corporate governance. It stresses that through collaboration between board and CEO to develop business strategies, create key performance indicators,...

  • Directors: Don't forget what your real job is. SILVERMAN, STAN // Directors & Boards;2014 4th Quarter, Vol. 39 Issue 1, p13 

    The article discusses the role and duties of members of the board of a corporation. The author stresses that a board member's function is in governance and not in operation. It mentions that the important job of the board is to hire the chief executive officer (CEO), and it is responsible in...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics