{"product_id":"boardroom-excellence-9780787976415","title":"Boardroom Excellence","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eIn \u003ci\u003eBoardroom Excellence\u003c\/i\u003e, author Paul Brountas, a corporate attorney with more than forty years experience, discusses the qualities and components of effective boards in today's post-Enron environment. Written in a concise format, the book is filled with informative practical advice for board members of private, public, and nonprofit organizations. \u003ci\u003eBoardroom Excellence\u003c\/i\u003e contains an informed discussion of fundamental corporate governance issues, including the duties and responsibilities of directors and the proper interaction of the board with the CEO and management. Brountas reveals how board members can be most effective when they are independent, possess integrity, are well-informed and involved, and are proactive. \u003ci\u003eBoardroom Excellence\u003c\/i\u003e offers timely information about  \u003cul\u003e \u003cli\u003eEstablishing the values and qualities that board members should possess\u003c\/li\u003e \u003cli\u003eDeveloping an environment in the boardroom where skepticism and serious discussion are encouraged\u003c\/li\u003e \u003cli\u003eUnd\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eForeword by \u003ci\u003eSenator Paul S. Sarbanes\u003c\/i\u003e xi\u003c\/p\u003e \u003cp\u003eNote on This Book by \u003ci\u003eJeffrey Rudman\u003c\/i\u003e xv\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 How Did It Happen—Or Was It Always This Bad? 6\u003c\/b\u003e\u003cbr\u003e My bleak historical portrayal of corporate America is not intended as a blanket condemnation of all publicly traded U.S. corporations.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Duty of Care and Duty of Loyalty 25\u003c\/b\u003e\u003cbr\u003e It is the right, and obligation, of every director to be informed and to act deliberately, with the diligence and competence of a reasonably prudent person in a similar situation under similar circumstances.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Role of the Board of Directors 33\u003c\/b\u003e\u003cbr\u003e Excellent companies stay excellent by regularly challenging themselves.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 What Values and Qualities Should Directors Possess? 49\u003c\/b\u003e\u003cbr\u003e The board has no room for insouciant directors who are not committed or who believe they can serve by being passive observers.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Role of the CEO 61\u003c\/b\u003e\u003cbr\u003e The CEO should seek to create a board meeting environment that encourages skepticism and serious discussion and enables board members to disagree constructively.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Board and Committee Meetings 71\u003c\/b\u003e\u003cbr\u003e Avoid information overload and mind-numbing presentations.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Committees of the Board 85\u003c\/b\u003e\u003cbr\u003e Excessive CEO compensation is the \"mad cow disease\" of American boardrooms.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Guidelines, Ethical Codes, and Legal Compliance 103\u003c\/b\u003e\u003cbr\u003e What is needed is a proactive CEO whose message resonates throughout the corporation and instills all employees with the resolve to help create a corporate culture that nourishes integrity and ethical behavior, penetrating all aspects of the corporation’s business and governance.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Revolt of the Stockholders 111\u003c\/b\u003e\u003cbr\u003e The 2003 and 2004 proxy seasons will be remembered as the time when stockholder activists took steps to change the way their corporations are governed, their directors are nominated, and their executives are compensated.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Evaluation of Board Performance 127\u003c\/b\u003e\u003cbr\u003e Self-assessment of directors’ performance is receiving increasingly wide acceptance as board members realize that they are in the best position to evaluate their board performance.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Effect of Sarbanes-Oxley on Private Corporations 135\u003c\/b\u003e\u003cbr\u003e Good corporate governance is good for business, whether the business is large or small, public, private, or even nonprofit.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Nonprofit Entities 139\u003c\/b\u003e\u003cbr\u003e Trustees and directors of nonprofits would be well advised to consider adoption of changes in their ethical guidelines and codes of conduct along the lines currently favored by profit-motivated corporations.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Model Board of Directors 143\u003c\/b\u003e\u003cbr\u003e The model board’s membership includes individuals with diverse talents, experiences, personalities, instincts, and expertise that provide the composite skills that produce excellence in the boardroom.\u003c\/p\u003e \u003cp\u003eAbout the Author 153\u003c\/p\u003e \u003cp\u003eIndex 155\u003c\/p\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49405049897303,"sku":"9780787976415","price":20.79,"currency_code":"GBP","in_stock":false}],"url":"https:\/\/bookcurl.com\/products\/boardroom-excellence-9780787976415","provider":"Book Curl","version":"1.0","type":"link"}