Dynamics at Boardroom Level

A Tavistock Primer for Leaders, Coaches and Consultants
Herausgeber: Brissett, Leslie; Smith, Tazi Lorraine; Sher, Mannie

• Gebundenes Buch

Produktbeschreibung

How can boards and members of boards reach their full potential? The corporate world is undergoing increasing pressure to demonstrate a sustainable, generative and meaningful impact on society and employees whilst delivering improved services and products. These tensions are explored in Dynamics at Boardroom Level.

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Produktdetails

• Verlag: Taylor & Francis
• Seitenzahl: 214
• Erscheinungstermin: 31. Juli 2020
• Englisch
• Abmessung: 234mm x 156mm x 14mm
• Gewicht: 503g
• ISBN-13: 9780367540753
• ISBN-10: 0367540754
• Artikelnr.: 60606289

Autorenporträt

Leslie Brissett, JP, PhD, is Company Secretary, Principal Consultant/Researcher and Director of the Group Relations Programme at the Tavistock Institute of Human Relations. Mannie Sher, PhD, is Principal Researcher and Consultant in organizational development and change and an executive coach at the Tavistock Institute of Human Relations. Tazi Lorraine Smith, BSc, DipPFS, is a management consultant in healthcare.

Inhaltsangabe

Homage: Edward Craft of Wedlake Bell LLP; Introduction to Dynamics @ Board
Level (Mannie Sher and Leslie Brissett); Part I: Introduction: Dynamics; 1.
Group dynamics and enhancing board eff ectiveness (Ashley Harshak) 2.
Improving board dynamics: towards a balanced framework (Joe Binnion); 3.
Mastering group dynamics: embedding a learning and coaching culture in
board work (Vincent H. Dominé); 4. Board dynamics: a powerful tool to deal
with uncertain times (Beatriz Boza); Part II: Process, growth and
performance; 5. Caught between vision and memory - the impact of high
growth on board dynamics (Wayne Mullen); 6. The driving dynamic, board
performance and role (Toy Odiakosa); 7. High-performing boards - exploring
the influence of unconscious behaviours (Paul Schanzer); 8. Decision-making
- the no.1 dysfunction impacting the effectiveness of boards (Martin
Palethorpe); 9. Board dynamics as an explanation for the rejection of the
role of HR director from the boardroom (Rachael Etebar); 10. Modern boards
(Grant Taylor); Part III: Introduction: States of mind; 11. Being in
uncertainties, mysteries, doubts: the application of negative capability in
the board (Steven Phillips); 12. The importance of not being earnest: the
role of humour in the boardroom (Paula Wilson); 13. Narcissism and boards
(George Fischer-Varvitsiotis); 14. Competition, corruption and collusion:
the quest for power (Tammy Noel); 15. Board effectiveness: learning to and
from experience (Toya Lorch); Part IV: Case illustrations; 16. Joining
charity boards: consequences for board performance and future improvement
(David Strudley); 17. Birth of a board - a public sector perspective
(Janette McCrae); 18. The Caspian Sea housing company: the role of board
member in a two-family business (Thomas Brull); 19. Corruption, leader
narcissism and the dynamics of board governance: the case of Marks &
Spencer, 1999-2000 (Anand Narasimhan); 20. The Finnish tango: a study of
boards in north eastern Europe (Anja Salmi); 21. A view from the top: a
CEO's reflections (Paul Duggan); References; Index