- VALUING THE NON-EXECUTIVE ON A GOING CONCERN BASIS. Scott, Gordon // Accountancy;Apr89, Vol. 103 Issue 1148, p87
Focuses on the need for companies to value the contributions of non-executive directors. Role of the non-executive in the growth of a company; Proper way to show company's appreciation of non-executive.
- Working effectively as a team: The board of directors and manager. Kiley, Jim; Schiller, Bob // Management Quarterly;Fall92, Vol. 33 Issue 3, p17
Examines the requirements for an effective working relationship between the board of directors and the general manager. Guide for the creation of positive working environment; Board and manager responsibilities; Commandments of effective board/manager relations.
- Corporate boards must give oversight, not micromanage. Markus, Stuart // Long Island Business News (7/1993 to 5/2009);8/31/2001, Vol. 48 Issue 35, p4A
Focuses on the role of corporate directors on managing businesses in Long Island, New York. Responsibility to monitor the operations of the company; Provision of effective business practices; Enhancement in the relationship of the company with its shareholders.
- A Code of Best Practice. King, Mervyn // New Zealand Management;Nov2003 Director Supplement, p4
Focuses on the guidelines to establishing codes of best practice in a company. Information on qualitative governance; Significance of board appointments; Determination of the corporation's purpose and value.
- Higgs hailed by business leaders. Higginbottom, Karen // People Management;8/7/2003, Vol. 9 Issue 16, p8
Reports on the revision of a corporate governance code in Great Britain. Key measures for governance; Purpose of the code; Role of human resource profession in the development of non-executive directors. INSET: KEY MEASURES FOR GOVERNANCE.
- Higgs talks back. Quick, Chris // Accountancy;May2003, Vol. 131 Issue 1317, p5
As controversy builds over his report on non-executive directors, Derek Higgs, chairman of Great Britain Partnerships UK PLC, is standing by his recommendations and answering his critics. He was appointed by the British government to lead a review into the new role and effectiveness of...
- Building Trust Is Key Retention Factor. Leonard, Bill // HR Magazine;May2001, Vol. 46 Issue 5, p29
Reports on the continued demand for skill workers and the challenges faced by human resource (HR) professionals in retaining them. Factors considered by employees in changing jobs; Ways to build trusting relationship with employees.
- A Reappraisal of HRM Models in Britain. Budhwar, Pawan S. // Journal of General Management;Winter2000, Vol. 26 Issue 2, p72
For a better understanding of the subject, both management practitioners and scholars need to study human resource management (HRM) in context. The dynamics of both the local/regional and international/global business context in which the firm operates should be given a serious consideration....
- Smooth sailing in a sea of change. Chase, Nancy // Quality;Aug98, Vol. 37 Issue 8, p80
Discusses some ways on managing changes within the company. Benefit of applying proper change-management techniques; Significance of information and involvement to help employees commit to a new process.