Effective Corporate Governance is a manifesto for building highly effective Boards and corporations by balancing power, performance and profits with integrity, transparency, accountability and reform in private and public sectors. 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.
Book Description
Editorial Reviews
About the Author
Vindel Kerr is the Chairman & CEO of GovStrat Limited; a leading expert on emerging markets corporate governance; a strategic planning consultant & facilitator and gained significant experience and education in agricultural development. He is widely published and his work appeared in several business and governance related publications around the world. He is completing a doctorate at the Manchester Business School, UK and is a graduate of Rutgers Business School, USA.
Excerpt. © Reprinted by permission. All rights reserved.
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 these positions has been generating much interest among scholars and critics of governance alike. Chief Executive Officers and Chairmen have substantial influence and power over non-executive board members. This can be as a result of the nature of their 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, where it is warranted--given his/her influence on their selection.
On Board Evaluation:
"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 newly appointed board members in an awkward position, the purpose and intent of the evaluation exercise should be clearly communicated."
"In many corporations, the position of CEO is combined with that of chairman of the board of directors. However, the idea of formally separating these positions has been generating much interest among scholars and critics of governance alike. Chief Executive Officers and Chairmen have substantial influence and power over non-executive board members. This can be as a result of the nature of their 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, where it is warranted--given his/her influence on their selection.
On Board Evaluation:
"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 newly appointed board members in an awkward position, the purpose and intent of the evaluation exercise should be clearly communicated."
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