2 edition of Carver Policy Governance Guide, the Governance of Financial Management found in the catalog.
|Statement||Wiley & Sons, Incorporated, John|
|Publishers||Wiley & Sons, Incorporated, John|
|The Physical Object|
|Pagination||xvi, 56 p. :|
|Number of Pages||47|
nodata File Size: 3MB.
Carver, John, and Miriam Carver. The board's owner-representative authority is best employed by operating as an undivided unit, prescribing organizational ends, but only limiting staff means, making all its decisions using the principle of policies descending in size.
Ends is not synonymous with "strategic plan," as others have misinterpreted Murray, 1994. Monitoring is not nearly as difficult or time-consuming when boards know what performance they are expecting to see proven. This guide shows how the board can focus on just the data it needs rather than being either engulfed in information the Governance of Financial Management ignorant of what is going on. Third, it gives room for managerial flexibility, creativity and timeliness.
Because the model is a total system, the Carver Policy Governance Guide series offers boards a complete set of principles for fulfilling their various obligations. If the founder becomes the new CEO, it will seem that the CEO is parent to the board. Here is the logic: If the board has established Ends and has determined through monitoring that those Ends are actually accomplished, it can be argued that the staff means must have worked.
Board meetings occur because of the need for board members to learn together, to contemplate and deliberate together, and to decide together. Such interference, even when well-intended, undermines the board's ability to hold the CEO accountable, for the CEO can argue that his or her actions were taken in compliance with a board member instruction.
We are not saying that current consumers are unimportant, nor that staff are unimportant. Even more detailed choices exist within the second level, and so on to third, fourth, and more bowls until the specificity reaches a level where Mr.
3 Use any of the long term reserves. If that means losing some board members as the composition of boards goes through change, then the world will be the better for it.
Effectiveness demands a strong CEO; prudence and accountability to the board demand that the CEO's power be bounded.
The Carver Policy Governance Guide series includes six booklets that offer board members a description of John Carver's Policy Governance model of board leadership.