An examination of executive discretion and its effects on good governance

Instead of having the same matter or very similar matters on the agenda repeatedly, the board can develop a policy that covers the issue and leave implementation of the policy to management. I have seen good boards become bad boards and bad boards become good boards. Benefits shall include both lump-sum and the estimated present value of post-termination benefits in the form of: Compliance is probably the only new issue that has been added to board responsibilities over the past 10 years.

Articles from Proceedings Baylor University. Table 1 Desired characteristics of board members I. Financial oversight is a familiar job that boards usually do well. Today, for example, boards may need expertise in information technology, just as in an earlier era they needed expertise in architecture and construction.

This agenda organization helps members know what is expected of them and eliminates worry, for example, about having to vote on an item that is just for information. In return for their service, board members should expect respect, a proper orientation, proper flow of communications, advanced preparation for board discussions, judicious use of their time, educational opportunities, and the opportunity to contribute.

Arnwine My interest in the subject of governance began when I became chief executive officer CEO of an organization that was to establish a major health care and medical educational program in West Virginia.

Attention to community relationships is a responsibility unique to not-for-profit institutions. Through its ongoing actions, the board decides what behavior will and will not be tolerated. Other issues may concern the frequency of meetings or the size of the board.

Board members do not participate to implement individual agendas but to help the organization effectively meet its responsibility in the community. Find articles by Don L. Some people believe that a potential conflict of interest precludes service on the board.

Many people think that board members are paid, for example, which is not true. Ineffective governance compromises the ability of the management to succeed. Use of a consent agenda saves time and allows the board to focus on the most significant issues.

The committee is an appendage of the board, and the board can delegate certain tasks to a committee or an individual, but otherwise an individual board member has no prerogative.

Definitions For the purposes of this Policy, the following terms shall have the following meanings: While CEO of the Voluntary Hospitals of America, which grew from 30 to hospitals during my tenure, I had the opportunity to visit with many boards.

If I were allowed to focus on only one subject during the rest of my career, it would be governance. Instead, boards work by reaching a common understanding of the issues, dealing with the options, choosing one, and unanimously supporting the decision even if an individual initially voted against it.

If executive committees and task forces are appropriately established and charged, the board can trust their efforts and avoid recreating what happened at a committee meeting.

The focus of the future is on strategic performance. More recently, I have given 15 to 20 board retreats annually and have been an advisor to the Governance Institute. The CEO is the full-time agent of the board and is the only person directly accountable to the board. Unity on the final decision is essential; if it does not exist, some people will take advantage of the discord and create problems.

Last year, when I was asked to consult with a CEO and chairman of the board to improve the climate of the board and eliminate the cliques that seemed to be forming, I discovered that the problems had arisen because of breaches in confidentiality.

No individual will be selected because of his or her membership in or representation of any particular constituency.Overall, our results not only suggest that executive functional background is a significant explanatory factor of financial reporting discretion, but also that a better understanding of its effect relies upon analyses of specific settings and predictions grounded in upper echelons theory and agency theory.

What Does More Executive Discretion Mean for Corporate Governance? more independent auditors and audit committees are likely to be part of the governance structure. Surprisingly, executive compensation was found to be negatively related to the number of agency conflicts.

Executive Officers Severance Policy

it has previously been suggested that good corporate governance. Whether the company or its stakeholders have suffered harm—that is, the harm could be financial, reputational, or nonfinancial initially, affecting employees, customers, suppliers, the environment, the community or other stakeholders.

Evidence of culpability by an executive, or the employees for whom the executive is responsible to supervise. 3. Can we identify the primary attributes of effective governance and its effect on various performance measures such as stock price movements or governmental efficiency?

Executive Compensation Governance

4. What is the impact of regulation on the nature of governance processes and the role of the IAF in those processes?

Effective governance: the roles and responsibilities of board members

5. Original Article Does “Good” Corporate Governance Help in a Crisis? The Impact of Country- and Firm-Level Governance Mechanisms in the European Financial Crisis. An Examination of Effective IT Governance in the Public Sector Using the Legal View of Agency Theory Gregory S.

Dawson, James S. Denford, Clay K. Williams, David Preston, Kevin C. Desouza Administration - Public Service and Community Solutions, College of (CPSCS).

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An examination of executive discretion and its effects on good governance
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