Despite an abundance of information on the legal requirements of directors, there is little practical advice on how to develop a truly effective board. Added to this is today's growing expectation that boards should monitor management as well as take full responsibility for the performance of their organisations. Boards That Work addresses this deficiency by showing boards how to develop their own corporate governance charter to document best practice governance policies within the Australian legal environment. Using the findings from contemporary global research, Geoffrey Kiel and Gavin Nicholson bring together the experiences of many boards and directors to present a model of policy documents and processes. Checklists, diagrams, figures and practical examples are extensively used to clearly illustrate key concepts, and a complete sample charter is presented to assist all types of boards in developing their own governance policies and procedures.
Table of contents:
Preface About the author Introduction Part One Creating a Better Workplace Chapter 1. Trust in the workplace What is trust? Chapter 2. Empowerment Chapter 3. Workplace satisfaction Chapter 4. Discretionary effort Chapter 5. Feedback Chapter 6. Shared goal setting Chapter 7. Measuring performance Chapter 8. On-the-job training Part Two Choosing the Right Direction Chapter 9. Problem solving Chapter 10. Decision making Chapter 11. Planning versus strategising Chapter 12. Scenario planning Chapter 13. Structure and performance Chapter 14. The internal resource advantage Chapter 15. Cultural diversity Chapter 16. Organisational culture Chapter 17. Renewal and innovation Part Three Structure and Design Chapter 18. Enduring organisational structures Chapter 19. Work design Chapter 20. Self-managing work teams Chapter 21. Consultants Chapter 22. Change management Chapter 23. Management and metaphors Chapter 24. Discussing the undiscussable Chapter 25. Emotions at work Part Four Leadership Chapter 26. Leadership: a practical approach Chapter 27. Beyond heroics Chapter 28. Leadership with integrity Part Five Managing Yourself Chapter 29. The trap of 'emotional intelligence' Chapter 30. The uncertain profession of management Chapter 31. The irrationality of management Chapter 32. What it takes to survive as a manager Acknowledgments Notes Index
Table of contents:
Preface About the author Introduction Part One Creating a Better Workplace Chapter 1. Trust in the workplace What is trust? Chapter 2. Empowerment Chapter 3. Workplace satisfaction Chapter 4. Discretionary effort Chapter 5. Feedback Chapter 6. Shared goal setting Chapter 7. Measuring performance Chapter 8. On-the-job training Part Two Choosing the Right Direction Chapter 9. Problem solving Chapter 10. Decision making Chapter 11. Planning versus strategising Chapter 12. Scenario planning Chapter 13. Structure and performance Chapter 14. The internal resource advantage Chapter 15. Cultural diversity Chapter 16. Organisational culture Chapter 17. Renewal and innovation Part Three Structure and Design Chapter 18. Enduring organisational structures Chapter 19. Work design Chapter 20. Self-managing work teams Chapter 21. Consultants Chapter 22. Change management Chapter 23. Management and metaphors Chapter 24. Discussing the undiscussable Chapter 25. Emotions at work Part Four Leadership Chapter 26. Leadership: a practical approach Chapter 27. Beyond heroics Chapter 28. Leadership with integrity Part Five Managing Yourself Chapter 29. The trap of 'emotional intelligence' Chapter 30. The uncertain profession of management Chapter 31. The irrationality of management Chapter 32. What it takes to survive as a manager Acknowledgments Notes Index