Can Boards of Directors Think Strategically? Some Issues in Developing Direction-Givers' Thinking to a Mega Level

Autor/in	Garratt, Bob
Titel	Can Boards of Directors Think Strategically? Some Issues in Developing Direction-Givers' Thinking to a Mega Level
Quelle	In: Performance Improvement Quarterly, 18 (2005) 3, S.26-36 (11 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0898-5952
Schlagwörter	Governing Boards; Trustees; Governance; Strategic Planning; Free Enterprise System; Leadership Effectiveness; Leadership Styles; Productive Thinking; Thinking Skills; Organizational Objectives; Organizational Theories; Organizational Climate; Performance Factors + Suchen Sie Ihr Suchwort? Governing body; Governing bodies; Leitungsgremium; Treuhandanstalt; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; Strategy; Planning; Strategie; Planung; Freie Wirtschaft; Führungseffizienz; Führungsstil; Produktives Denken; Denkfähigkeit; Business goal; Unternehmensziel; Organisationstheorie; Organisationsklima; Leistungsindikator
Abstract	The author argues that current corporate government legislation and practice is weighted too much in the direction of "board compliance." It is, therefore, in danger of reducing the risks taken by boards of directors. In the long term this could slow significantly the growth of capitalism. He proposes a rebalancing of the fundamental board dilemma--how to strike a dynamic balance between driving the enterprise forward and keeping it under prudent control--in favor of "board performance" and raising the competence of "Mega-thinking" on the board. This requires integrated board developmental activities so that their directorial accountabilities and liabilities are differentiated from the executive's, and that the requirement for rigorous strategic thinking has total commitment. Often fear and irritation by newly-promoted executives has to be overcome here. The author introduces the "Learning Board" model and its associated annual rhythm for a board's year. Three approaches to developing strategic thinking are discussed including the Thinking Intentions Profile, and an updated version of the PPESTT analysis. (Contains 2 figures.) (As Provided).
Anmerkungen	John Wiley & Sons, Inc. 111 River Street, Hoboken, NJ 07030-5774. Tel: 800-825-7550; Tel: 201-748-6645; Fax: 201-748-6021; e-mail: subinfo@wiley.com; Web site: http://www3.interscience.wiley.com/journal/117865970/home
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10