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Preface 3
Approach Taken 4
Commentators 10
Organization 14
Acknowledgments 17
Roles of Boards-and the Constraints They Face 19
Why Are Boards Needed? 19
What Do Boards Do? 21
Return on Mission 27
Changing Contexts and Constraints 30
Scandals and Their Consequences 30
Regulatory and Media Constraints 36
Market Constraints and "Owners" 38
Board Leadership 45
A Separate Chairman? The Conceptual Arguments for and against Splitting the Roles 46
Practical Considerations: The Need to Take a Situational Perspective 53
The Lead Director Model 57
Summing Up: Prospects for Organizational Change in the For-Profit Sector 61
Postscript: Characteristic Differences in Board Structure between Nonprofits and For-Profits 64
Compensating the CEO 69
A Hot-Button Issue in the For-Profit Sector 69
Actions to Consider 75
Analogous Issues in the Nonprofit Sector 81
Appendix to Chapter 3: Board Evaluation of CEOs in a Nonprofit Setting (by Nicholas Donatiello) 88
Evaluating and Replacing the CEO 91
The Obligation to Decide When New Leadership Is Needed 91
The Role of a Careful Evaluation Process 97
The Proper Length of the Leash: Different in the Two Sectors? 99
Establishing a Set Retirement Date 102
CEO Transitions 105
Improving the Succession-Planning Process 107
Recruiting a New Leader: Job Specifications 108
The Search Process 109
Personal/Professional Qualifications of Candidates 116
Graceful Transitions: What Should Be the Ongoing Role of the Former CEO/President? 121
Building the Board 125
The Size of the Board 126
Recruiting Board Members: The Context and Process 129
Recruiting the Right Individuals 136
Diversity 142
Independence of Board Members 144
Board Machinery 149
Committees 149
Board Deliberations and Dynamics 154
Executive Sessions 159
Managing Conflicts of Interest 161
Confidentiality and the Handling of Leaks 163
When Resigning Is (and Is Not) the Right Thing to Do 165
Dysfunctional Board Members, Term Limits, and Mandatory Retirement 168
Compensation of Directors and Trustees 172
Board Evaluation 176
Themes 178
The CEO-Board Partnership 178
Courage and the Will to Act 182
Investing in Governance 183
Are For-Profit and Nonprofit Board Practices Converging? 185
Rewards for Service on Boards 186
Notes 189
Index 219
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Add The Board Book: An Insider's Guide for Directors and Trustees, A must-have for first-time and experienced board members alike, who will benefit from William G. Bowen's decades of experience. Former Mellon Foundation and Princeton University president William G. Bowen has served on the boards of some of the , The Board Book: An Insider's Guide for Directors and Trustees to the inventory that you are selling on WonderClubX
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Add The Board Book: An Insider's Guide for Directors and Trustees, A must-have for first-time and experienced board members alike, who will benefit from William G. Bowen's decades of experience. Former Mellon Foundation and Princeton University president William G. Bowen has served on the boards of some of the , The Board Book: An Insider's Guide for Directors and Trustees to your collection on WonderClub |