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Wailer | What are the strategic issues regarding the governance role of a director? |
In context of organisational development |
 |
 
katrina_ponti
|
The ground that strategic mgt. covers is challenging, wide-ranging, and "exciting". The center of attention is the total organization, the environment in which it operates, the direction management intends to head, management's strategic plan for getting the organization moving in this direction, and the managerial tasks of implementing and executing the chosen strategy successfully... what must directors do, and do well, to make a company a winner rather than a loser in the game of business?
The answer, is that.. good strategy-making and good strategy-implementing are almost the most reliable signs of good management leading towards organizational development.
The role of the Director, is that of a strategy-maker and executor. He will need to grapple with all the ramifications of figuring out which strategy is best in the light of a company's over-all situations, in considering the pros and cons of strategic alternatives, and in crafting an attractive strategic plan.
The excitement comes from the extra savvy one will pick up about playing the game of business and from the blossoming of the competitive instincts and business acumen. |
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Good Lawd
|
Companies must be run in a way that ensures the interests of its stakeholders (i.e. shareholders, etc) are protected. Ethical matters & the social & environmental impact of alternative strategies must also be given due consideration in the strategic planning process. Ultimately, chosen strategies should be in alignment with the director's corporate governance responsibilies. |
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robert g
 |
the biggest is the strategic planning piece and the execution piece.... know your audience, know your mission and execute |
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Castalian Tourist
|
The Economist has lots of article on the subject. I'm not a specialist myself and I'm a bit too lazy to synthetise that stuff, but here are some links to a few of their articles that should help you figure it out:
Bossing the bosses:
http://www.economist.com/opinion/displayStory.cfm?story_id=3841185
In Praise of Rules (focus on Asian companies)
http://www.economist.com/surveys/displayStory.cfm?story_id=559389
The Way We Govern Now:
http://www.economist.com/displayStory.cfm?story_id=1522755
Designed by Comitee:
http://www.economist.com/business/displayStory.cfm?story_id=1177160
The Fading Appeal of the Boardroom:
http://www.economist.com/displayStory.cfm?Story_ID=498836
Tough at the Top:
http://www.economist.com/opinion/displaystory.cfm?story_id=2137545&CFID=17578617&CFTOKEN=5bb87b8-ca63ff81-c7c5-434a-855e-46920fdb49b1
In Search of Honesty:
http://www.economist.com/displayStory.cfm?Story_ID=1284261
You should find plenty of quality arguments to help you make up and refine your own ideas on the subject. |
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Platobeenz
 |
Man, you got me there. Strategic regards of the issue of role governance? Oh, and directors? Damn and I knew that one.
Er- Nope. Can you run that by me again? |
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