By Peninah Thomson; Jacey Graham; Tom Lloyd
Within the bestseller A Woman's position is within the Boardroom, the authors defined the matter, gave complete perspectives of ways it regarded from each side, and offered the arguments for optimistic swap. This publication is all in regards to the "how to." It takes all of the arguments and research of the 1st publication, and makes a speciality of how one can observe it and what to do.
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Additional resources for A Woman's Place in the Boardroom: The Road Map
Governance history The origins of modern corporate governance date back to a major ﬂaw in the original design of the joint stock company identiﬁed by Adam Smith after the Bubble Act of 1720 had given it limited liability. ”1 The trade of a joint stock company was managed by directors, subject to the control of a general court of proprietors (the modern general meeting). Smith observed, scathingly: But the greater part of those proprietors [shareholders] seldom pretend to understand anything of the business of the company; and … give themselves no trouble about it, but receive contentedly such … dividends as the directors think proper to make them.
Enough has been published about corporate governance and the role of directors in recent years to account for a small rain forest. We are not equipped nor inclined to add materially to the literature here, but a brief survey of the subject plus a few suggestions for further reading may be helpful. Modern corporate governance The components of the corporate governance system include: ■ laws, such as the UK Companies Act 2006, European Union (EU) Directives and the Sarbanes-Oxley Act in the US ■ regulations promulgated and policed by institutions such as the UK’s Financial Services Authority (FSA) and the Takeover Panel ■ contractual obligations, such as the provisions of listing agreements (the so-called Purple Book for the UK’s main market) with the market on which the company’s shares are listed (in the UK, the FSA acts as the listing authority for the London Stock Exchange) ■ codes of practice for directors, such as the UK Financial Reporting Council’s Combined Code ■ accounting standards and informal but often powerful controls exercised by investor and public opinion on matters such as the pay of the CEO (invariably too high) and of workers in poor countries (invariably too low) ■ the environment, and social and community responsibility.
Uk), will help users to keep abreast of developments in corporate governance. Training and development The UK’s Institute of Directors offers a range of programs, from a oneday introduction, to a certiﬁcate, diploma and ﬁnally the chartered director qualiﬁcation; headhunters, such as Spencer Stuart and Odgers Ray & Berndtson, run bespoke courses for both new and aspiring directors (executive and non-executive) and a browse on the web produces numerous hits on NED courses, programs, seminars, master classes and so on offered by universities and business schools all over the world.