- Pub. Date:
The book is the first publication on corporate governance from an emerging market perspective and is written specifically for the edification and continued development of company directors, chairmen , CEOs, CFOs, Internal Auditors, COOs, Legal Counsels, Company Secretaries, Head of Audit, Risk Management and Compliance, Bankers Financial Regulators, Policymakers, Management Consultants, Professors and students of Business, Finance, government, accounting, law, public policy, journalists and entrepreneurs.
It addresses Corporate Governance Concepts, History, Development and Trends, Post Enron Developments, Reforming Corporate Governance Systems, Internal Control & Reporting, Case Studies on Good and Bad Corporate Governance, Role and Duties of Directors and Senior Officers, Critical Functions of an Effective Board, 21st Century Competencies of a Good Director, Selecting Chairman and Directors of State-owned Boards, Non-Executive versus Independent Directors, Board Composition, Monitoring and Evaluation, Compensation and Succession Planning, Role of Audit and other Sub-committees, Director Selection and Indoctrination and Improving Corporate and Political Governance.
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|Publisher:||Outskirts Press, Inc.|
|Product dimensions:||6.00(w) x 9.00(h) x 0.79(d)|
Read an Excerpt
On the Separation of Chairman/CEO Duality:
"In many corporations, the position of CEO is combined with that of chairman of the board of directors. However, the idea of formally separating them these responsibilities has been generating much interest among scholars and critics of governance. Chief executive officers and chairmen have substantial influence and power over non-executive board members. Due to the nature of this selection, non-executive directors may be obligated to support proposals of the executive chairman. Also, it would not be surprising if the non-executive directors were” unwilling" to show a lack of confidence in the executive chairman--given his influence on their selection.
"While some directors will reject the evaluation process, others will be grateful for an objective framework in which to compare their performance with others, or to improve their contribution in the boardroom. In this context, experienced directors can offer practical support to first-time directors. To avoid putting first time directors in an awkward position, the purpose and intent of the evaluation exercise should be clearly communicated."