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007			cr nn 008mamaa
008			200828s2020 gw | s |||| 0|eng d
020			_a9783030513030
040			_dUNAV _bspa _cUEV
050			_aHD9000.5 _b.B76 2020 EB
082	0	4	_a658.4 _223
100	1		_aBrown, Gerry
245	1	4	_aThe Independent Director in Society : _bOur current crisis of governance and what to do about it _cby Gerry Brown, Andrew Kakabadse, Filipe Morais
250			_a1st ed
260			_aCham _bSpringer International Publishing _c2020
300			_a1 recurso en línea (XXI, 271 p.)
336			_2rdacontent _aTexto (visual) _btxt
337			_2rdamedia _aelectrónico _bc
338			_2rdacarrier _arecurso electrónico _bcr
490	0		_aSpringer eBooks
505	0		_a1. Introduction -- 2. Challenges and opportunities -- 3. Independence and value creation -- 4. Engaged stewardship: governance and service -- 5. The importance of knowledge -- 6. Engagement and evidence -- 7. The role of the chair -- 8. Making impact -- 9. Selection, training and evaluation -- 10. Recommendations for policy
520			_aThings will always go wrong in organisations. The question is how quickly will they get caught and put right? The problem facing every organisation today - our businesses, universities, health services, or the many other sporting and charitable institutions that shape our society - is that the relationship between their executive management and those whose job it is to oversee them (whether they are called non-executive or independent directors, trustees, or governors) has become unbalanced. The Independent Director in Society shows how to rebalance it. Based on original, in-depth research from Henley Business School, this is the first book to survey and analyse the governance crisis right across society rather than just focus upon the business sector. The authors show that - despite their many differences - all organisations have many issues, behaviours and problems in common. The same problems require, in many cases, the same solutions. Sometimes they don't. The authors offer two answers. The first lies in the realm of policy. Not a need for more legislation, but a move to give the existing codes of practice back their teeth and make them fit for purpose. The second lies with independent directors themselves. Urgent improvement is needed in standards of thought and action as well as the calibre of these directors. Above all, directors need to develop an independent mindset that will enable them to make better, more accurate decisions. There are many elements to creating this culture, including selection, training and education for directors, and support from chairs and executive teams, but most of all directors themselves must recognise their responsibilities in a complex and volatile world
538			_aForma de acceso: World Wide Web
650		0	_9512272 _aComercio internacional.
700	1		_aKakabadse, Andrew
700	1		_aMorais, Filipe
710	2		_aSpringerLink
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=http://doi.org/10.1007/978-3-030-51303-0 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
942			_2lcc _cLE
998			_db