Kiel & Nicholson (2003 p129) state “a positive relationship between the board and the CEO is essential to the health of the company”. The Executive Officer is “an expert in providing infrastructure for the artistic process” (Klein 1999 p13), in place to drive the Board by progressing decisions and using them as back up to cross-examine proposals. However, Fishel (2003 p7) describes the nature of a CEO’s relationship with its board to be more subtle in the non-profit organisation, than in the commercial sectors. This is a matter of “a volunteer board overseeing the work of a professional CEO” (Fishel 2003 p7) creating certain areas of focus for the Arts executive. As an executive officer I would: -Build rapport on a one-to-one level, meet informally over a coffee and build a solid relationship from the start. “Allow others the opportunity to identify with you as a person” (Byrnes on Kotter, 2009 p 229). -Be clear about meeting dates / times / locations. Board members are typically very busy, over committed people who will appreciate clear communication around meeting dates and schedules being set well in advance. -Keep Board members in the loop; email an update between monthly meetings on less formal matters keeping everyone connected. Also confirm members are on event VIP lists. -Ensure no new pieces of information are presented at a Board meeting. Prearranged information should be circulated along with the agenda no less than 48 hours before the meeting. This gives members two nights to read and digest the information before meeting as a group to discuss the issues at hand. -Ensure information presented in the papers has been clearly constructed with decision-making issues identified. List positive and negative outcomes to feed the administrative process. Financial papers should highlight particular points of interest so Board members need not dissect the numbers themselves. -Maintain a balance at Board meetings between business and strategic decisions, and artistic discussion so that Board members have a sense of being involved in the creative process. In addition to these points, the Executive Officer should use the Board in the hard decision-making process so that no one individual is seen to have made the decision. If an EO were to act alone in this process it would not be in the interest of the company, the most important trait of the executive (with acknowledgement to Chris Clark, General Manager, Melbourne Youth Music). Provided the EO clearly identifies each Board members’ strengths and connections it will involve them in particular discussions.
The board of directors is a good mix of people. The team has a vast knowledge about being running companies. They know about raising capital. They know about building a company from scratch. The gap of knowledge would be customer service. Of course, some of them might have a conflict of interest because they have their own company they are running. Ultimately, what team would want is a return on their investment, whether that be money or
Jim Collins in his book Good to Great talks about getting the right people on the bus and the wrong people off the bus. Following this advice, how should a board and CEO work together to build a strong board?
external and focus on moneymaking. The responsibilities and decisions of a chief executive officer may seem daunting, how...
The board committee members play a role in working to deliver quality care to the patients. The board committee members work with the community to organize outings for the patient and organize community volunteers. The board committee plans events, deals with finances. Board members and committee members are chosen from candidates who are interested in working together to improve the health and wellness of the organization. The motivation of the board committee members are dedicated and motivation to assisting the organization with financing and the overall health of the
From these answers I would hope to glean each board member’s level of commitment to the district as a whole and/or to their specific community within the district. My first “meal meeting” would be with the board president in deference to his/her position. Thereafter I would try to set up meetings with each board member based on their years of service on the board.
"This report . . . is concerned with the structure of social encounters--the structure of those entities in social life that come into being whenever persons enter one another 's immediate physical presence. The key factor in this structure is the maintenance of a single definition of the situation" (1959,
On the wall you can have a poster with a series of simple questions about the meetings that take place there. Do you know the purpose of this meeting? Do you have an agenda? Do you know your role? Do you follow the rules for good minutes?
Beebe, Steven A., Susan J. Beebe, and Mark V. Redmond. "Understanding Self and Others." Interpersonal Communication: Relating to Others. Boston: Allyn and Bacon/Pearson, 2009. 43. Print.
...e as you want to be treated is a good way to make friends and do business." (Blanco 270)
The Board of Directors is consisted of 11 members: James M. Elliot, the Chairman of the Board, 3 inside members and 7 outside members. The economy is stable and profitable, but that also means a lot of competition in the market. This poses a great opportunity for the company to grow and gain more of the market share. The only foreseeable real threat that the company will face is new competitors in the market.
Engagement is also an important part for the employees. The company provides information of the board meetings to all employees. This enhances the employees’ feelings of being well-informed and engaged. The employees even can challenge the current unit wage for manufactured parts. This is an open discussion, so we can see that employees are treated as if they were partners.
The directors need to be able to view the financial performance of the group in order to make relevant and informed decisions. In order to obtain this information the correct procedures, as mentioned, must be followed to ensure that assets are not overstated and liabilities
Organizations that only have top management as the board members are more susceptible to accounting malpractices. Members of the board should preferably own shares in the company to ensure diligence when it comes to the interests of the company. Apart from the Board of Governors, there should also be an audit committee in place to oversee the financial dealings of the bank. Members of the board and the audit committee should have basic financial knowledge. Some of the members should also be experts in finances so that they can detect any anomaly that may take place in terms of financial reporting. An overhaul of the regulatory framework is required to empower authorities to intervene immediately, and make improvements. New technology is required. Manual antiquated processes should be eliminated because this causes greater human error and poor
The General Electric Company (GE) is organized with its chief executive officer, shareowner, and board of directors on the top of the pyramid, followed by their executive leaders and corporate staff. GE’s Board of Directors ensures the company serves the interests of shareowners and other key stakeholders with the highest standards of integrity and compliance. Serving equally as tough critics and wise counselors, they provide in-depth oversight of the major strategic issues of the company (General Electric Company, 2012). The authority officially vested in the board of directors is assigned to a chief executive officer (CEO), who occupies the top of the organizational pyramid (Bateman & Snell, 2011). There chai...
way of meeting each other is, one gets the feeling, not by chance, but rather