Effective Directors
The Right Questions to Ask (QTA)
Herausgeber: Valeur, Charlotte; Fargeot, Claire
Effective Directors
The Right Questions to Ask (QTA)
Herausgeber: Valeur, Charlotte; Fargeot, Claire
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Being a good board member is not about knowing everything; it is about asking the right questions and challenging appropriately. The Effective Board: Questions To Ask (QTA) is a reference book for board members and executives globally to support them in their work.
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Being a good board member is not about knowing everything; it is about asking the right questions and challenging appropriately. The Effective Board: Questions To Ask (QTA) is a reference book for board members and executives globally to support them in their work.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 342
- Erscheinungstermin: 11. Oktober 2021
- Englisch
- Abmessung: 234mm x 156mm x 22mm
- Gewicht: 703g
- ISBN-13: 9781032062020
- ISBN-10: 1032062029
- Artikelnr.: 62233805
- Verlag: Taylor & Francis
- Seitenzahl: 342
- Erscheinungstermin: 11. Oktober 2021
- Englisch
- Abmessung: 234mm x 156mm x 22mm
- Gewicht: 703g
- ISBN-13: 9781032062020
- ISBN-10: 1032062029
- Artikelnr.: 62233805
Charlotte Valeur and Claire Fargeot have over 60 years combined experience of working in and around boards in all types of organisations, all over the world. They deliver training, conduct board reviews and advise and support boards on governance and sustainability issues through their company, Global Governance Group.
Part I: The Board 1. Board Composition 2. Board Appointment 3. Director
Self Assessment 4. Assessing the Chair's Performance 5. Due Diligence for
New Appointments and New Directors 6. Succession Planning for the Board 7.
Board Evaluation Part II: Officers of the Company 8. Chief Executive
Succession Planning 9. Chief Executive Review 10. Equality, Diversity &
Inclusion 11. Health and Wellbeing 12. Human Resources 13. Remuneration for
Executives and Management 14. Succession Planning for Executives Part III:
Leadership 15. Leadership in the Boardroom 16. Tone from the Top 17.
Culture 18. Ethics and Why they Matter Part IV: Strategy 19. Strategy 20.
Purpose 21. Valueism 22. Intellectual Property 23. Data Ethics Part V:
Sustainability 24. Environmental, Social and Governance 25. Climate Change
26. Sustainability 27. Social Impact Part VI: Board Meetings 28. Roles and
Responsibilities of the Board 29. Board Meetings and the Agenda 30. Board
Support 31. Third Party Providers 32. Board Committees: Purpose, Tasks and
Value 33. Matters Reserved for the Board 34. Soft Governance Part VII:
Accounts 35. Accounts 36. External Auditors 37. Solvency and Going Concern
38. Insolvency 39. Viability 40. Finance Part VIII: Compliance and Risk
Management 41. Compliance 42. Cyber security 43. IT Governance 44.
Financial Performance Management 45. Risk Oversight, Management and
Controls Part IX: Communications 46. Reputation 47. Corporate Brand 48.
Social Media 49. Shareholder Relations and Communication 50. Stakeholder
Engagement and Management Part X: External Pressure and Disruption 51.
Crisis Management 52. Digitalisation 53. Disruption 54. Artificial
Intelligence
Self Assessment 4. Assessing the Chair's Performance 5. Due Diligence for
New Appointments and New Directors 6. Succession Planning for the Board 7.
Board Evaluation Part II: Officers of the Company 8. Chief Executive
Succession Planning 9. Chief Executive Review 10. Equality, Diversity &
Inclusion 11. Health and Wellbeing 12. Human Resources 13. Remuneration for
Executives and Management 14. Succession Planning for Executives Part III:
Leadership 15. Leadership in the Boardroom 16. Tone from the Top 17.
Culture 18. Ethics and Why they Matter Part IV: Strategy 19. Strategy 20.
Purpose 21. Valueism 22. Intellectual Property 23. Data Ethics Part V:
Sustainability 24. Environmental, Social and Governance 25. Climate Change
26. Sustainability 27. Social Impact Part VI: Board Meetings 28. Roles and
Responsibilities of the Board 29. Board Meetings and the Agenda 30. Board
Support 31. Third Party Providers 32. Board Committees: Purpose, Tasks and
Value 33. Matters Reserved for the Board 34. Soft Governance Part VII:
Accounts 35. Accounts 36. External Auditors 37. Solvency and Going Concern
38. Insolvency 39. Viability 40. Finance Part VIII: Compliance and Risk
Management 41. Compliance 42. Cyber security 43. IT Governance 44.
Financial Performance Management 45. Risk Oversight, Management and
Controls Part IX: Communications 46. Reputation 47. Corporate Brand 48.
Social Media 49. Shareholder Relations and Communication 50. Stakeholder
Engagement and Management Part X: External Pressure and Disruption 51.
Crisis Management 52. Digitalisation 53. Disruption 54. Artificial
Intelligence
Part I: The Board 1. Board Composition 2. Board Appointment 3. Director
Self Assessment 4. Assessing the Chair's Performance 5. Due Diligence for
New Appointments and New Directors 6. Succession Planning for the Board 7.
Board Evaluation Part II: Officers of the Company 8. Chief Executive
Succession Planning 9. Chief Executive Review 10. Equality, Diversity &
Inclusion 11. Health and Wellbeing 12. Human Resources 13. Remuneration for
Executives and Management 14. Succession Planning for Executives Part III:
Leadership 15. Leadership in the Boardroom 16. Tone from the Top 17.
Culture 18. Ethics and Why they Matter Part IV: Strategy 19. Strategy 20.
Purpose 21. Valueism 22. Intellectual Property 23. Data Ethics Part V:
Sustainability 24. Environmental, Social and Governance 25. Climate Change
26. Sustainability 27. Social Impact Part VI: Board Meetings 28. Roles and
Responsibilities of the Board 29. Board Meetings and the Agenda 30. Board
Support 31. Third Party Providers 32. Board Committees: Purpose, Tasks and
Value 33. Matters Reserved for the Board 34. Soft Governance Part VII:
Accounts 35. Accounts 36. External Auditors 37. Solvency and Going Concern
38. Insolvency 39. Viability 40. Finance Part VIII: Compliance and Risk
Management 41. Compliance 42. Cyber security 43. IT Governance 44.
Financial Performance Management 45. Risk Oversight, Management and
Controls Part IX: Communications 46. Reputation 47. Corporate Brand 48.
Social Media 49. Shareholder Relations and Communication 50. Stakeholder
Engagement and Management Part X: External Pressure and Disruption 51.
Crisis Management 52. Digitalisation 53. Disruption 54. Artificial
Intelligence
Self Assessment 4. Assessing the Chair's Performance 5. Due Diligence for
New Appointments and New Directors 6. Succession Planning for the Board 7.
Board Evaluation Part II: Officers of the Company 8. Chief Executive
Succession Planning 9. Chief Executive Review 10. Equality, Diversity &
Inclusion 11. Health and Wellbeing 12. Human Resources 13. Remuneration for
Executives and Management 14. Succession Planning for Executives Part III:
Leadership 15. Leadership in the Boardroom 16. Tone from the Top 17.
Culture 18. Ethics and Why they Matter Part IV: Strategy 19. Strategy 20.
Purpose 21. Valueism 22. Intellectual Property 23. Data Ethics Part V:
Sustainability 24. Environmental, Social and Governance 25. Climate Change
26. Sustainability 27. Social Impact Part VI: Board Meetings 28. Roles and
Responsibilities of the Board 29. Board Meetings and the Agenda 30. Board
Support 31. Third Party Providers 32. Board Committees: Purpose, Tasks and
Value 33. Matters Reserved for the Board 34. Soft Governance Part VII:
Accounts 35. Accounts 36. External Auditors 37. Solvency and Going Concern
38. Insolvency 39. Viability 40. Finance Part VIII: Compliance and Risk
Management 41. Compliance 42. Cyber security 43. IT Governance 44.
Financial Performance Management 45. Risk Oversight, Management and
Controls Part IX: Communications 46. Reputation 47. Corporate Brand 48.
Social Media 49. Shareholder Relations and Communication 50. Stakeholder
Engagement and Management Part X: External Pressure and Disruption 51.
Crisis Management 52. Digitalisation 53. Disruption 54. Artificial
Intelligence