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.
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.
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
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
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