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Nutritional care and support for people living with HIV/AIDS A training course
Directors have a fiduciary duty to the organization, which requires them to exercise their powers in the best interest of the organization. This duty has two parts: the duty of care, and the duty of loyalty. 7 The duty of care involves the exercise of prudence and diligence, as well as competence or skill. The standard of care which directors must meet may be higher for board members with professional training, such as lawyers or accountants. It will also be higher for directors of a charitable corporation. The duty of loyalty involves good faith, trust, and special confidence. Directors may not delegate...
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Directors of Not-for-profit Organizations Should Ask about Governance
The appraisal process can be uncomfortable, particularly in an informal culture where there are friendships between the individual and members of the board. The best approaches begin with establishing a clear understanding between the board and the employee of the requirements of the position and the basis on which performance will be evaluated. This can include: meeting measurable targets, conforming to the organization’s ethical standards, treating others with respect, and maintaining good community relationships. It may be appropriate to obtain input from employees and other stakeholders. Care must be taken to keep the appraisal process objective and free from personal...
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Lead Directors: A study of their growing influence and importance
A closely related and key issue is succession planning. The board must make sure that the organization is prepared to keep operating when key staff members leave or are away for extended periods and has a list of potential successors to the Executive Director. The Executive Director’s job description should include identifying, developing and training internal prospects for key responsibilities. In organizations that have too few employees to provide backup and succession the board should work with staff to develop lists of essential responsibilities and plans for handling them in the event of terminations and absences. Procedures should be established...
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REPORT OF THE DIRECTOR GENERAL ON THE WORK OF THE ORGANIZATION FOR THE YEAR 2011
Organizations get things done through people. The Executive Director’s job includes making sure that the organization has the people it needs to do the work and that everyone knows who does what. This means having some form of organizational structure, job descriptions, policy manuals, training and supervision for everyone — both employees and volunteers. Smaller organizations can be quite informal in this although some written guidelines are valuable — especially when people leave and must be replaced. It is particularly important to establish what is done by staff and what by volunteers, who is accountable, and how much authority each...
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Organizational Telephone Directory
Tham khảo sách 'organizational telephone directory', giáo dục - đào tạo, cao đẳng - đại học phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả
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ERAS Program Director’s Workstation (PDWS) User Guide 2013
Tham khảo sách 'eras program director’s workstation (pdws) user guide 2013', giáo dục - đào tạo, cao đẳng - đại học phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả
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PRIMER FOR DIRECTORS OF NOT-FOR-PROFIT CORPORATIONS
In order to understand how certain strategies and elements of emotional intelligence influence organizational effectiveness and, consequently, the relationship between board and executive director, it is best to read the report in the order presented. However, if an organization believes it is struggling with one area in particular (for example, how the type of information- sharing has influenced their relationship), it is certainly feasible to read that particular chapter for insight. Whichever method the reader chooses, no one chapter should be read in isolation without the context provided in Chapter Two about trust, respect, and appreciation....
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Results of the 2012 NRMP Program Director Survey
Interview participants identified organizational effectiveness as one of the top two things that has an impact upon the relationship between the board of directors and executive director. Chapter Four details what areas of organizational effectiveness have the greatest impact on the relationship. Chapter Five addresses how emotional intelligence and other leadership qualities influence the board/executive director relationship. In addition to organizational effectiveness (Chapter Four), interview participants identified emotional intelligence as the other major thing that can impact a relationship. In other words, it is not just what is done, but how it is done, that has an impact on the relationship...
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Results of the 2008 NRMP Program Director Survey
Occasionally, the reader may notice a focus from the interview responses on the role of the executive director, both what they contribute to an effective relationship and how they benefit. Of special note is “New Thinking about Roles” in Chapter One in which the literature proposes executive directors should be more involved in areas that, in some organizations, were traditionally and previously defined as strictly board domain.
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Report of the Director-General on developments in the maritime sector
Interview results support the idea that the executive director plays a central role of in an organization’s operations and effective governance. In the organizations interviewed, all had self-defined successful relationships between the executive director and board of directors—partly because the executive director actively participated in board matters. The caveat is that executive directors were strategic in their areas of involvement and, more importantly, how they got involved (i.e., the manner in which they conducted themselves and tone of their participation) in matters typically viewed as board domain. For example, executive directors offered support and guidance to their boards of directors...
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The Position of Director of National Intelligence: Issues for Congress
This observation marks a departure from more traditional views of the interaction between the executive director and the board of directors in governance matters. Some organizations reading this report may wish to increase the extent of the executive director’s participation in board matters to reflect what the interviewees described and I have summarized. The degree to which the relationship improves can be tangible but, as with any organizational change, this happens only if change is managed fairly and appropriately. Before embarking upon any changes in an effort to improve the relationship, organizations should first reflect at length on the nature...
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NIH POLICIES AND PROCEDURES FOR PROMOTING SCIENTIFIC INTEGRITY
We acknowledge the humanity of the other person when we communicate at many levels that person’s worth and dignity. This is how we build relationships that unleash the human spirit 9 .” In spite of these references, however, little in the literature specifies practices or actions within an organization that can build trust, respect, or appreciation nor does the literature examine how to recognize when those feelings exist between the executive director and board of directors. So, to lay a foundation for examining current practices in the sector, the interview questions for this research project first attempted to determine what is the...
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Service Director for RS/6000 Information Guide Code Version 3.1
Interview participants identified a number of things that help develop trust, respect, and appreciation in the relationship. They felt, however, that these actions were not taken with the specific purpose of developing those feelings, but rather these actions were good practice in their organizations for other reasons and had the added benefit of helping to develop trust, respect, and appreciation. They do not think, at a conscious level, about what they can do to build these feelings; rather they are focused on effective practices within their organizations, which, in turn, develop trust, respect, and appreciation over time....
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z/OS Intelligent Resource Director
Interview participants concurred that trust, respect, and appreciation must be developed over time and that having the same people involved over a longer period of time helps create and maintain a culture of trust. The length of board terms was one example given. The longer the term (or the number of terms allowed), the more the board member’s knowledge grows thereby increasing trust and the continuity for maintaining that culture of trust. In addition, previous experience on committees before joining the board meant that people already had interaction with the executive director through committee work. Therefore, they knew the executive...
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Implementing IBM Systems Director 6.1
Verbal acknowledgement. When someone is told s/he is appreciated, this further develops the feeling, particularly if the words are spoken publicly. For example, interview participants frequently cited board meetings as a typical place where one party or the other could express feelings of appreciation (“Thank you”) or trust (“ This is your area of work. We trust you to do it”). In one organization, the chair spoke highly of the executive director’s skills in this area stating that “(the executive director) is very thoughtful and diplomatic and therefore is very good at recognizing the accomplishments of board members when they...
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The Board and Executive Director: Developing and Nurturing an Effective Relationship
Ongoing board orientation is needed in order to maintain the culture of trust. When the board is kept informed of an issue all along, it will more likely trust and respect the executive director’s recommendations or actions because it understands the background and rationale. Ongoing orientation, instead of an annual one-time event, is needed in order to maintain the culture of trust and respect. One board chair described annual orientation this way. “It’s like going away to church camp and getting saved. And then you come back to your old evil ways. Everybody’s great and it...
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IBM TotalStorage® SAN Switch 2109-M12 (M12 Director)
Discussions are non-confrontational and productive. As one executive director put it “do we fight constructively?” The ability to discuss the “hard” issues respectfully creates trust that people can express opinions without being attacked. It also leads both parties to believe that, no matter how hard the issues, “we can tackle it together and resolve it together.” The executive director must encourage discussions about items that have values associated with them. This makes the board feel needed, engaged, and contributing—plus it builds trust that the executive director will not avoid the tough issues....
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Spheras Storage Director Installation and User Guide
Competence of both executive director and board of directors. If the executive director and board members meet or exceed expectations over and over again, mutual respect increases. Executive directors said, however, that their boards seldom, if ever, do self-evaluation so it would be difficult for boards to reflect in measurable ways on whether they were meeting standards of good governance. Some interview participants felt that an executive director’s positive performance review expressed appreciation for a job well done. One executive director described how competence influenced the relationship: “An executive director should want the board to think of them...
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NIH at the Crossroads: Strategies for the Future
xSelecting jobs for board members based on their expertise. The executive director makes suggestions to the board chair about which board member would be appropriate for a specific job because of his/her skills, abilities, knowledge, and interests (for example, who is good at public speaking, who has the historical perspective, who is good at looking to the future). The executive director respects what each board member brings to the table, and each board member respects the executive director’s ability to capitalize on those strengths. If the executive director suggests changes to which board member does which job, it is with...
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Cloud Director Installation and Configuration Guide Cloud Director 1.0.0
This paper studies performance effects of appointing other firms' executive directors to corporate boards in the UK. Consistent with the explicit advantages associated with non-executive directors, as set out in the various UK corporate governance codes, our basic hypothesis maintains that, in the presence of director fixed effects, the appointment of an executive director as non-executive director will have a positive impact on the appointing company‟s performance. Our empirical analysis is based on a new rich panel dataset that is obtained by merging financial data from Extel Financial and director information from the...
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Cloud Director User's Guide Cloud Director 1.0
Finally, in this paper we provide, by examining various interactions between the characteristics of the firms where IEDs hold executive and non-executive posts, a number of new insights into the importance of directors‟ human capital and its transferability across different industries. Our results can be summarized as follows. First, appointing a non-executive director that is already an executive director in another quoted company has a significant and positive impact on the accounting performance of the firm. Second, the positive impact on the performance of the non-executive director‟s firm is stronger the better...
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vCloud Director Administrator's Guide vCloud Director 1.5
Agency theory argues that there are costs associated with the separation of ownership and control in publicly held companies. The agency model proposes that non-executive directors are an effective means of monitoring executive directors and that they are able to change the behaviour of the executive directors so that shareholder interests are pursued (Fama 1980; Fama and Jensen 1983; Hermalin and Weisbach 2003). In addition, providing executive directors with advice may be another important part of a non-executive director‟s functions (Adams and Ferreira 2007, Harris and Raviv 2008). Adams and Ferreira ...
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vCloud API Programming Guide vCloud Director 1.5
The relationship between non-executive director representation and firm performance is subject to controversy and debate (Goergen 2012). A number of studies have found a positive relationship between the percentage of non-executive directors and company performance, for example, Weir at al. (2002) and Mura (2007). In contrast, others have reported a negative relationship, for example Agrawal and Knoeber (1996) and Bhagat and Black (2002), Adams and Ferreira (2009) and Carter et al. (2010). Others have found an insignificant relationship, for example, Mehran (1995) and Faccio and Lasfer (2000). ...
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vCloud Director Installation and Configuration Guide vCloud Director 1.5
Further, Fich and Shivdasani (2006) find that firms with a majority of their outside directors serving on three or more boards have lower profitability. Thus busy non- executive directors may be over-committed and therefore unable to fulfil the role of effective monitors. In addition, Vafeas (2003) reports that longer outside director tenure adversely affects firm performance. Hwang and Kim (2009) find that the existence of substantial social ties between outside directors and top management diminishes the effectiveness of the monitoring role of non-executive directors. ...
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vCloud Director User's Guide vCloud Director 1.5
The Higgs Report (2003) into the role and effectiveness of non-executive directors in the UK highlighted the narrowness of the pool from which UK non-executive directors have been drawn, including the relative lack of executive directors that were also acting as non-executive directors. The report states that only around 7.2% of non-executive directors also served as executive directors. This is a cause for concern because, as Higgs argues, appointing firms could benefit from the experience gained by their non-executive directors in the executive post. This assumes that...
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VMware vCloud® Director ™ Resource Allocation Models
We employ three different measures of performance: return on equity (ROE) which is defined as earnings before interest and tax (EBIT) divided by book value of shareholders‟ equity; return on sales (ROS), calculated as EBIT divided by total turnover; and Tobin‟s Q. 3 The latter indicator is calculated as the ratio of the firm‟s market capitalization to book value of equity. 4 We analyse the effect of IED using two definitions of variable IEit. First, we employ a dummy variable which takes the value of 1 if at least one non-executive director is also...
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Sách: VMware vCloud® Director™ Infrastructure Resiliency Case Study
We also investigate whether the effect of independent directors varies with the degree of industry similarity between the firms where these directors have their jobs. First, we consider the impact of appointing an independent executive director who is also an executive director in a firm that operates in the same industry. We argue that directors who work as executive directors in the same industry as that of the appointing firm will enhance the quality of advice offered to the appointing firm. This suggests that the human capital of these directors...
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VMware vCloud® Director ™ 1.5 Performance and Best Practices
The second industry effect analyzed in our paper takes account of the fact that the human capital of an independent executive can be proxied by the performance of the company where the non-executive director is employed as an executive director. One particular issue with relating director quality to firm performance is that the latter may be influenced by a variety of factors beyond managerial control, such as an overall economic downturn or industry shock. Firm performance is therefore a very noisy measure of director quality. ...
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VMware vFabric Application Director API Programming vFabric Application Director 5.0
The sample was constructed in the following way. First, we dropped all company- years that do not report either executive or non-executive boards. Second, we removed all firms that report either negative equity or negative total assets. At this point the data consisted of about 57,000 director-company-year observations pertaining to 8,506 firm-years. Third, to address the issue of firms in severe financial distress, we have dropped companies that report ROE or ROS less than -1. Fourth, to reduce the effect of outliers we dropped 1% observations from the left and right tails of the distribution of performance...
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VMware vCloud Director 5.1 Performance and Best Practices
We find a positive and significant relationship between the ROE of the appointing firm and the relative performance of the executive director‟s ROE. In terms of magnitude, a two standard deviations increase in the relative ROE of the company where director holds an executive position increases ROE of the appointing company by 0.035. This is a very substantial increase given that the average (median) ROE is 0.10 (0.12). We interpret this result as evidence that the appointing firm gains some of the director‟s human capital in the form of better quality...
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