Professional Documents
Culture Documents
Of course, in larger and more sophisticated companies management would employ such simple mechanisms of its own accord,
but there is always the risk of being caught up in the immediate crises or of pursuing the latest opportunity while neglecting
other important matters. An effective board acts like a flywheel stabilising the organisation.
detail reduces management’s confidence and effectiveness because no one performs well when they are in danger of being
second−guessed on a random basis. Not only that, it also reduces the ability of the board to hold management accountable for
results.
If a board disagrees with an operational decision that the CEO has made, or is about to make, it can and should discuss the
matter with the CEO and attempt to persuade him/her to its way of thinking. If necessary, the board can issue a firm warning.
However, if the matter is one that has been delegated to management it is important that the CEO should make the final decision.
If the board overrules management in a delegated area and unfortunate consequences later occur, the board’s decision will be
blamed. What is more, it will not be possible for the board to hold the CEO accountable on that matter and the accountability of
management for the results of the company will have been undermined.
If a board does all these things consistently it will make a major contribution to the good management of the company.