CINEMA 7 Lecture Notes - Lecture 8: Risk Assessment, Management System, Knowledge Power
Document Summary
How people, power & politics affect practice: director"s behaviour influenced by interpersonal relationships, by perceptions of position & prestige, by processes of power. Corporate governance is more about human behaviour than structures & strictures, rules & regulations. In board activities, much depends on leadership & the way directors work together: poorly performing boards probably have weak leadership & members with little commitment/focus/time. The chairman"s leadership role: directors elect one of themselves to be chairman, genderless title of chair", effective boards operate as team, personality, commitment, leadership qualities of chairman, chairman is keystone of every board. First among equals"; chairman does not lead by being top of power hierarchy: chairman"s role in securing good corporate governance. Balance between executive, independent & connected non-executive directors. Initiate project that evaluates effectiveness of board: management of meetings. Ensure that views of all present are heard. Make no stand on issues, but lead towards consensus. Planning & running of meetings (agenda, time, location)
