代寫essay參考案例：Business Ethics - Role of the Board

代寫essay參考案例-商業道德-董事會的作用。本文是由本站代寫服務提供的留學生essay范例，主要內容是講述董事是在公司整體運營中代表股東利益的個人。一旦股東的錢被拿走，董事們就會在定期舉行的董事會會議上收到與公司運營有關的高級信息，首席執行官會向董事會報告我們的狀況。董事會在多個平臺上任命。董事會批準股票授予，他們可能批準/不批準收購等——與戰略方向而非運營事項有關的高端決策。有些人是獨立的專家，接受他們的建議。這是首席執行官決定如何采取行動。本篇essay引用Holstein描述的蒂芙尼董事會會議上的一個事件，在該事件中，一個特別利益集團被煽動起來，以審查沖突鉆石。調查結果被提交給了董事會會議，首席執行官立即采取行動，停止所有與沖突鉆石有關的交易，以防止道德辯論最終影響到一家有意經營此類商品的公司的銷售。下面就一起來看一下這篇代寫essay參考案例的具體內容。

The Role of the Board 董事會的作用

The directors are individuals who represent the interest of the shareholders in the overall running of the company. Once the shareholders money is taken, the directors receive high level information relating to the running of the company at board meetings which occur periodically-at this meeting, the CEO reports to the board indicating what the status us. Directors are appointed on a number of platforms. The board approve stock grants, they might approve/disapprove acquisitions etc.-high end decisions relating to strategic direction rather than operational matters.

Some are independent subject matter experts bought in to advise. It is the CEOs decision how this is acted upon. Holstein (2006) described an event at a Tiffany board meeting during which a special interest group had been instigated with a view to examination of conflict diamonds. The findings were brought to the board meeting and the CEO instantly took action ceasing all transactions concerning conflict diamonds in order to prevent an ethical debate that could ultimately affect sales of a firm wiling to deal in such a commodity.

If the board disapprove of actions, the board has one key ability namely the removal of the CEO. On this basis it is often prudent to follow the advice of the board. The board can be an asset in that they can support the CEO and assist in the running and strategic direction however conversely they can equally make poor decisions and therefore be a hindrance to the company and lead to its destruction.

如果董事會不同意行動，董事會有一項關鍵能力，即罷免首席執行官。在此基礎上，遵循董事會的建議通常是謹慎的。董事會可以是一種資產，因為他們可以支持首席執行官，協助公司的運營和戰略方向，但反過來，他們也可能做出糟糕的決策，從而阻礙公司并導致公司的毀滅。

In order to form and manage a board of directors, there are a number of protocols/recommendations designed to increase the rate of success. Allio (2004) wrote that root cause analysis of corporate oversight is commonly attributed to a lack of attention to the methods by which the board is intended to deal with its responsibilities. Forming and managing a board of directors requires consideration -one thing that people need to be aware of is when seeking venture capital and doing due diligence on the plan and individuals, Due diligence should be done on the venture capitalist as a prospective board member.

為了組建和管理董事會，有許多協議/建議旨在提高成功率。Allio（2004）寫道，對公司監督的根本原因分析通常被歸因于對董事會處理其職責的方法缺乏關注。組建和管理董事會需要考慮-人們需要意識到的一件事是，在尋求風險投資并對計劃和個人進行盡職調查時，應對作為潛在董事會成員的風險投資家進行盡職調查。

Kelly and Gennard (1996) discussed the merits of appointing personnel directors as members of board of directors highlighting a number of firms in which this was found to be beneficial in shaping the formation and implementation of business strategy.

Kelly和Gennard討論了任命人事主管為董事會成員的好處，強調了一些公司認為這有利于形成和實施商業戰略。

Cantor (2003) wrote describing how contemporary directors are frequently chosen for such skills as judgement, leadership and business integrity however more significantly is not how to act as opposed to when to act and this can only be gained with a comprehensive understanding of the risks of the company. Cantor stressed that a more suitable process regarding the selection involved questioning relative to the extant risks, whether there was a knowledge gap in the existing board membership and if the candidate could plug that knowledge gap.

Cantor寫道，當代董事是如何因判斷、領導和商業誠信等技能而被頻繁選中的，但更重要的不是如何行動，而不是何時行動，這只有在全面了解公司風險的情況下才能實現。Cantor強調，關于選拔的一個更合適的過程涉及與現有風險相關的問題，即現有董事會成員是否存在知識差距，以及候選人是否能夠填補這一知識差距。

This was echoed by Hutcheson (2002) who wrote that a board of directors can be an asset if shareholders are clear as to the purpose of the board explaining that board membership should be designed to fill the knowledge and skills gaps in the extant management. Ideally, board member selection must be objective, honest and isolated from the CEO on non-business and financial platforms, facilitating transparency.

Hutcheson對此表示贊同，他寫道，如果股東清楚董事會的目的，董事會可以成為一種資產，并解釋說，董事會成員應旨在填補現有管理層的知識和技能缺口。理想情況下，董事會成員的選擇必須客觀、誠實，并與非商業和金融平臺的首席執行官隔離，以提高透明度。

Davies et al, (2002) described board debates focussing on their presumed responsibilities highlighting that there appeared to be little forethought as to the importance and significance of the contents of these responsibilities. This suggested that boards tended to have a passive stance in which decisions were pushed through by dominant CEOs or managers and that the existence of the board was merely lip-service rather than a pro-active asset. Furthermore, boards needed to develop greater leadership and decision-making skills. Heffes (2009) wrote that boards should cease the opportunity to scrutinise the business plan of the company for the following year, and additionally called for greater more effective communication in order to relay their findings on the current state of the business and optimum strategic direction and its repercussions on the status quo. Consideration needed to be given as to what needs to be relayed to all stakeholders.

References:參考文獻

Allio, R., (2004), What’s the board’s role in strategy development?: Why you need to redesign your board of directors – an interview with Jay Lorsch. Strategy & Leadership; Chicago32.5 (2004): 34-37.

Cantor, P., (2003). Getting the board of directors on board.Ivey Business Journal Online; London (Jan/Feb 2003): 1.

Davies, A., Joyce, P., Beaver, G., Woods, A., (2002). Leadership boards of directors. Strategic Change; Chichester11.4(Jun/Jul 2002): 225.

Heffes, E. (2009). Boards of directors: directors’ roles in assessing strategy. Financial Executive; Morristown25.2 (Mar 2009): 10.

Holstein, W., (2006). CEOs Under Fire. Chief Executive; New York 215 (Jan/Feb 2006): 50-52.

Hutcheson, J., (2002). Board Silly: A bad board of directors can be worse than no board at all. Here’s how to make sure your small-business clients get the help they need. Financial Planning; New York (Apr 1, 2002): 81-82.

Kelly, J., Gennard, J. (1996). The role of personnel directors on the board of directors. Personnel Review; Farnborough25.1 (1996): 7-24.

Davies等人（2002）描述了董事會的辯論，重點是他們假定的責任，強調了對這些責任內容的重要性和重要性似乎沒有什么預先考慮。這表明，董事會往往采取被動的立場，由占主導地位的首席執行官或經理推動決策，董事會的存在只是口頭上的服務，而不是主動的資產。此外，董事會需要培養更高的領導力和決策能力。Heffes寫道，董事會應停止審查公司下一年業務計劃的機會，并呼吁加強更有效的溝通，以傳達他們對當前業務狀態、最佳戰略方向及其對現狀的影響的調查結果。需要考慮哪些內容需要傳達給所有利益攸關方。本站提供各國各專業留學生essay范文，essay代寫以及essay輔導，如有需要可咨詢本平臺。