Format:
1 Online-Ressource (282 Seiten)
ISBN:
9783030513030
Note:
Description based on publisher supplied metadata and other sources
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Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Part I: The Challenge -- 1: Introduction -- Governance and Management -- Fatal Consequences -- Challenging Times -- Research at Henley Business School -- What Is to Be Done? -- 2: Challenges and Consequences -- Ardwick Green -- The Impact of Failure -- Specific Governance Challenges by Sector -- Business -- Charities -- Higher Education -- Health Care -- Sport -- Codes of Governance -- Making Positive Impact -- Thinking Strategically -- Fiscal Responsibility -- People Matter -- Coaches and Referees -- Society and Community -- Risk and Reward -- What Must Be Done -- 3: Independence and Value Creation -- The Nature of Independence -- Independence and Value Creation -- Independence -- Confidence -- Engagement -- Alignment -- Value and Impact -- University of Exeter -- England Hockey -- Ardwick Green -- London Ambulance Service -- Constraints on Independence -- Individual Director Constraints -- Board Constraints -- Organisational and Sector Constraints -- Issue-Based Constraints -- How to Break Down the Barriers -- 4: Engaged Stewardship: Governance and Service -- London Ambulance Service1 -- A Fractured Organisation -- Change Starts from the Top -- Fixing a Fractured LAS: Governance, Leadership and Culture -- Leadership Approach -- Improved Governance from the Board down -- A Culture of Collaboration, Respect, Responsibility and a Patient-Centred Approach -- Challenges Ahead: Embedding Change in a Difficult Environment -- Servants and Guardians -- The Importance of Engaged Stewardship -- Creating a Culture of Engaged Stewardship -- Inclusiveness, a Shared Purpose of Mission and Values -- Effective Board Meetings -- The Right Balance Between Challenge and Support During Board Meetings -- Firmly Established Boundaries Between Executives and Non-executives
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Independent Director-Only Meetings -- An Appropriate Level and Quality of Information -- Effective Board Evaluations -- Ineffective or Toxic Board Members Are Removed -- The Role of the Chair -- The Role of the Director -- The Monitoring Role -- Willingness and Confidence to Intervene -- Asking Questions -- Timing -- Resigning -- The Stewardship and Resource Provision Roles -- Bringing an External Perspective and Resources -- The Role of Board Committees -- Independent Director Qualities -- A Strong Sense of Ethical and Moral Behaviour -- Feeling Comfortable with Complexity -- Committed to Learning and Development -- Where Boards Need to Be -- Part II: Independent Directors and Boards -- 5: The Importance of Knowledge -- University Technology and Governance: Is an Avalanche Coming?1 -- Supply Chain Optimisation in the NHS -- Can a Professional Supply Chain Management Approach Make a Significant Contribution to This Challenge? -- How Big Could the Prize Be? -- Knowledge and Experience -- Understanding the Role -- Effectiveness -- Knowledge and Understanding of Ethics -- Experience of Complex Organisations and Environments -- Knowing the Challenges -- Knowing How to Build Relationships -- Working with Other People -- Adapting to Changing Needs and Priorities -- Putting Forward a Case for Debate -- 6: Engagement and Evidence -- 4global1 -- Barriers and Walls -- Visiting Operations and Talking to People -- Bringing Other Employees or a Third Party to the Board -- Getting to Know Other Independent Members -- Triangulate the Data -- The Custodians of Data -- CEO Attitudes -- Acting on Evidence -- 7: The Role of the Chair -- England Hockey: From Greek Tragedy to Gold Medal1 -- Background -- Birth of England Hockey -- Game-Changer -- Revitalising Governance -- Change of Guard -- On Reflection -- Qualities of a Top-Performing Chair
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Humility, Listening Skills and Emotional Intelligence -- High Moral Standards -- Systematic and Evidence-Based Approach -- Knowledge About the Organisation and Sector -- Chairs and Culture -- Assess the Board Culture by Gathering Evidence -- Create a Shared Purpose, Values and Behaviours -- Establish Boundaries Between Executives and Non-executives -- Promote Independent Director-Only Meetings -- Have One-to-One Meetings with the CEO -- Ensure There Is Appropriate Level and Quality of Information -- Lead Board Meetings Effectively -- Deal with or Remove Non-performing or Toxic Board Members -- Use External Board Evaluations Effectively -- The Effectiveness of Chairs -- 8: Making Impact -- Dual Assurance at the University of Exeter -- Introducing Dual Assurance Governance -- Handling the Tensions of Dual Assurance -- Improved Council Composition, Dynamics and Decision-making -- A Virtuous Cycle of Sustainable Success -- Making Impact, Reaching Goals -- Business -- Charities -- Health -- Sport -- Universities -- Constraints on Independent Director Engagement -- Compliance and Stewardship -- How Can the Independent Director Add Value? -- Where Should the Independent Director Add Value? -- How Do Directors Get Their Ideas onto the Agenda? How Do They Influence and Engage Other Directors? -- How Do Directors Influence the Board and the Executive to Make Changes and Follow Them Through? -- Conclusion -- Part III: Making Boards More Effective -- 9: Selection, Training and Evaluation -- Diversity and Independence -- Principles for Recruitment -- Criteria for Selection -- Training -- Induction -- Ongoing Sector Training -- Mentoring and Coaching -- Evaluation -- Self-evaluation -- 10: Recommendations for Policy Makers -- Payment for Directors -- Overhaul of Governance Structures -- Appendices -- Methodological Note -- Table of Correspondence
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Appendix A (A1): Organisation, Board and Director Demographics -- Appendix B (A2): Board Operation and Non-Executive Director Time -- Appendix C (A3): Director Recruitment, Selection, Induction, Remuneration and Evaluation -- Appendix D (A4): Board Challenges -- Appendix E (A5): Board and Director Qualities and Behaviour -- Independence and Culture of Independence -- Non-Executive Director Role Effectiveness -- Chairperson Qualities, Role and Practice -- Non-Executive Director Qualities -- Board Qualities -- Appendix F (A6): Interviewee List -- Appendix G (A7): Desk Review References by Sector -- Charity Sector References -- NHS Sector References -- Higher Education Sector References -- Sports Sector References -- Appendix H (A8): List of Case Studies and Contributors -- 1. The University of Exeter: Dual Assurance Governance and Sustainable Success -- 2. On the Brink of Collapse: The Case of Ardwick Green -- 3. Hockey England: From Greek Tragedy to Gold Medal -- 4. London Ambulance Service (LAS) -- 5. 4Global: How Can Boards Make the Most of Technology? -- 6. University and Technology: Is an Avalanche Coming? -- Appendix I (A9): Training Courses for Independent Directors -- Institute of Directors -- Henley Business School -- PWC/Cass Business School -- University of Edinburgh -- Financial Times -- Index
Additional Edition:
Erscheint auch als Druck-Ausgabe Brown, Gerry The Independent Director in Society Cham : Springer International Publishing AG,c2020 ISBN 9783030513023
Language:
English
Subjects:
Political Science
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