Corporate Boards Create Value / Edition 1

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Overview

"We have waited long for a book which analyzes the roles of boards from first principles. The Policy Governance model fills that bill and thereby makes a fundamental contribution. For the first time, we are offered a fully integrated and coherent system of governance, a significant advance in management thinking, as near a universal theory of governance as we at present have."
—from the Foreword by Sir Adrian Cadbury

"Corporate Boards That Create Value fills a large need. This book sets forth a clear, convincing, and comprehensive framework for corporate governance. It is well written and leaves the reader with that most rewarding sensation-'I've got it, I understand it, it's right.' A must-read."
—Robert A. G. Monks, founder of Institutional Investor Services and the investment fund LENS, and author of The New Global Investors

"Dr. Carver's ideas-his Policy Governance model-on how boards should work makes an unparalleled contribution to this essential subject."
—Judith C. Hanratty, company secretary, board of directors, BP-Amoco, London

"John Carver and Caroline Oliver put forth a powerful and compelling process for board governance that indeed challenges our paradigms in today's environment . . . . The absence of a governance model as described in this book is a significant failing of the boards of directors as a body."
—Earnest W. Deavenport, retired chairman and CEO, Eastman Chemical Company; past chairman, National Association of Manufacturers, American Chemical Council, and American Plastics Council

"Corporate Boards That Create Value is a hugely significant and timely addition to current thinking about governance systems for corporations. Carver and Oliver effectively reposition the board in relation to corporate owners and in relation to management, and enhance our understanding of the distinction between governance and management."
—Peter Dey, chairman of the Toronto Stock Exchange Committee on Corporate Governance in Canada and Partner of Osler, Hoskin & Harcourt LLP

"In this post-Enron era, directors will be forced to review their governance process and to search for alternative ways to better represent owners. Corporate Boards That Create Value is a must-read for those dedicated directors. Carver's Policy Governance model focuses our directors on developing the ends for which our organization exists, while holding the CEO accountable through written policies for their accomplishment."
—T. Wayne Whipple, CFA, executive director, New York Society of Security Analysts

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Editorial Reviews

From the Publisher
a valuable and enjoyable read-well worth adding to the bookshelf?"(Ps.advisor, 18 October 2002)
Publishers Weekly
Here's a timely thought: corporate boards should govern their organizations, rather than simply condoning the antics of aggressive CEOs. While most corporate boards offer their company little more than a group designed to hire and support the CEO, Carver and Oliver outline a broader set of duties for a responsible, more effective board, including the practice of setting management expectations and evaluating performance. The essence of this book is contained in the case the authors make for a chief government officer to replace the traditional chairman position. The point is to create board leadership that lives much closer to the organization's management. Thus, instead of a gap between the CEO and the chairman, there would now be an overlap, which would give the board more governing relevance. Light reading this isn't, but for those serious about changing corporate governance (and who isn't after Enron?), this is an excellent resource. (Sept.) Copyright 2003 Cahners Business Information.
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Product Details

  • ISBN-13: 9780787961145
  • Publisher: Wiley
  • Publication date: 8/5/2002
  • Series: J-B Carver Board Governance Series , #19
  • Edition description: 1ST
  • Edition number: 1
  • Pages: 240
  • Sales rank: 606,727
  • Product dimensions: 6.18 (w) x 9.47 (h) x 0.87 (d)

Meet the Author

John Carver is internationally known as creator of the breakthrough in board leadership called the Policy Governance model. He has worked with boards in the United States and Canada and on four other continents for over twenty years. Carver is the author of the books John Carver on Board Leadership (2001), Boards That Make a Difference, Second Edition (1997), and coauthor of Reinventing Your Board (1997), and A New Vision of Board Leadership (1994). He is also the author of the bimonthly newsletter workshop Board Leadership, the video John Carver on Board Governance (1993), the audiotape Empowering Boards for Leadership (1992), and coauthor of the CarverGuide Series on Effective Board Governance.

Caroline Oliver is the general editor of The Policy Governance Fieldbook (1999) and a founder and current chair of the International Policy Governance Association. Oliver has worked with boards in the United States, Canada, and the U.K. and writes, speaks, and consults on governance across all sectors.

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Table of Contents

Foreword (Sir Adrian Cadbury).

Introduction.

1. The Value of Boards.

2. Designing the Board's Job.

3. Forging Group Leadership.

4. Connecting to Management.

5. Setting Expectations for Management Performance.

6. Reporting Board and Management Performance.

7. Maintaining the Gains.

8. Getting There from Here.

Appendixes.

A. Glossary.

B. The Case for a CGO.

C. Chair and CEO: One Person or Two?

D. Inside Directors.

E. Sample Board Policies Under Policy Governance.

F. Sample Monitoring Report Under Policy Governance.

Notes.

Acknowledgments.

The Authors.

Index.

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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted October 11, 2002

    Packed with Knowledge!

    One common thread has connected the companies involved in the recent spate of high-profile corporate bankruptcies and scandals: The failure of boards of directors to control management. John Carver, an international consultant on corporate governance, explains the role of the board of directors and defines the proper relationship between the board and top management. To summarize: The board commands; management obeys. Since this is all too often not the case, we from getAbstract strongly recommend that everyone in business read this book for its essential advice on strengthening the authority and accountability of corporate boards of directors.

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