Board and Management Relationships Results

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Showing results 1-11 of 11
  • 01 Jul 2014

    HEADING

    Dr Robert Kay details the many decision-making factors that could make or break your attempts at innovation. Zilla Efrat reports. Fostering innovation involves complex and multi-levelled decision-making and although there is no magic formula for improving the process, looking at what influences it...

    Content Type: CDM Article

  • 01 May 2014

    Time is precious use it wisely

    Life as a non-executive director can be helter skelter. Christopher Niesche investigates how to better juggle commitments and eliminate unnecessary tasks. When Graham Bradley FAICD stepped down as managing director of Perpetual a decade ago to begin his career as a non-executive director, he thoug...

    Content Type: CDM Article

  • 01 Feb 2014

    Cultivating a 'business feel' in the boardroom

    The commercial world trains us to be objective and rational, but as Steven Segal argues, it doesn’t always attune us to listening to our “gut” for signs of danger. When there is a fire, firemen are called into action by the sound of an alarm bell. When there is an accident on the roa...

    Content Type: CDM Article

  • 01 Feb 2014

    Hiring a great CEO

    Karen Gately reveals the secrets to hiring a great CEO and outlines the common mistakes to avoid. Among the most important decisions any board of directors can make is who to appoint to the role of CEO. The decisions CEOs, in turn, make about the managers they entrust to lead their teams ...

    Content Type: CDM Article

  • 01 May 2013

    Q&A with Jac Nasser

    Jac Nasser, described as a chairman of chairmen, talks to Tony Featherstone about succession planning, leadership development, board composition and other governance matters at the world’s biggest mining company. It is easy to judge boards only on big events: the CEO appointment, successi...

    Content Type: CDM Article

  • 01 Apr 2013

    Curb your short-termism

    Louise Pocock provides some tips on how a board can help management strike a balance between short-, medium- and long-term horizons. An effective board will generally adopt strategies that manage and strike a balance between short-, medium- and long-term horizons. That is, it will pay att...

    Content Type: CDM Article

  • 01 Mar 2013

    Firing the boss

    When is it time for an underperforming CEO to go and how should the board handle the termination? Tony Featherstone investigates. Only one board job is harder than hiring the right CEO: firing your most important executive. Persevering too long with the wrong CEO inevitably sees the board...

    Content Type: CDM Article

  • 31 Jan 2013

    Relationship Between the Board and Management

    A productive and harmonious relationship between the board and management is critical for good governance and organisational effectiveness but can be difficult to achieve in reality. The board and management are trying to achieve the same vision and objectives so a partnership based on trust and res...

    Content Type: Director Q and A

  • 31 Jan 2013

    Advisory Boards

    Advisory boards provide non-binding strategic advice to organisations. Unlike statutory boards required by the Corporations Act 2001, they are informal in nature and therefore have greater flexibility in how they are set up and managed. This Q&A describes the role of advisory boards, when a comp...

    Content Type: Director Q and A

  • 31 Jan 2013

    Appraisal of the CEO

    The board has the responsibility of assessing the performance of the CEO and has a vested interest in ensuring the CEO is effective. This Q&A explains the process of how to conduct an appraisal, how often they should be carried out and other considerations to take into account to ensure a good r...

    Content Type: Director Q and A

  • 31 Jan 2013

    Role of CEO and MD

    The CEO is the more senior executive in the organisation. The Managing Director is also the most senior executive but sits on the Board of Directors as well. This Q&A outlines the main aspects of the MD's/CEO's role and the differences between them as well as executive service agreements and del...

    Content Type: Director Q and A