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1. An Assignmentabout the role of board of directors
(governance) in strategic planning
SUBMITTED TO – XING YONGJIE
SUBMITTED BY – MD RAKIBUL ISLAM
ID – GJ2018071320014
COURSE TITLE – ENTERPERISE STRATEGIC
CHAPTER – 8TH
SUBMISSION DATE – 2ND
DECEMBER 2019

2. PAGE 1
What is the role of directors in strategic management?
Board of directors it plays an important role in the strategic
management process. A strategy committee commonly audits various
componentsof an organization's strategic managementprocessin order
to make it more effective and efficient. The boards guide the affairs of
corporation and protect stockholder interests.
Board of directors it plays an important role in the strategic
management process. A strategy committee commonly audits various
componentsof an organization'sstrategic managementprocessin order
to make it more effective and efficient. For example, the board can
demand re-examination of the company's mission, its long-term goals,
its corporate strategy, and its approach to the competition.
To quote Kenneth Andrews, "A responsible and effective board should
require of its management a unique and durable corporate strategy,
review it periodically for its validity, and use it as the reference point for
all other board decisions,""
The boards guide the affairs of corporation and protect stockholder
interests.
A growing literature suggests that boards can make a difference in the
way the firms is managed.
Each of the four cells in the matrix can be labelled according to type:
caretaker, statutory, proactive, and participative boards.
It is common practice for organizations to have boards of directors
consisting of both outsiders and insiders. One approach used to
reconcile the differing roles of outside directors and inside strategic
decision makers is agency theory.

3. PAGE 2
Corporation is fundamentally governed by Board of
Directors over seeing top mgt
THE BOARD OF DIRECTORS IS THE GOVERNING BODY
The governing unit of an organisation goes by different names. For a
business, it is usually just 'the Board'. For a non-profit organization, it
might be a governing council, or simply 'Council'.
The subscribers, or shareholders, of a firm, or the electors or voters of
an NPO, normally elect the board members, directors, or governors. This
usually happens at an annual general meeting (AGM).
The Board or Council governs the enterprise. It looks after the interests
of the Intended Beneficiaries.

4. PAGE 3
THE BOARD IS THE ULTIMATE DECISION-MAKING AUTHORITY
The role of Governing Bodies includes -
 setting the organization's policy, aims, and overall direction,
 Choosing members of the various committees such as advisory,
executive, finance, audit, and remuneration.
 hiring, monitoring, reviewing, evaluating, and removing from role the
managing director and sometimes other senior executives, and
 Determining and authorizing payment of items of exceptional
expenditure.
It is in the first of these obligations that we find responsibility for the
organization’s objectives and its overall direction, including the board
role in strategic planning. Though not all its members might be engaged
in the organization's day-to-day operations, the entire board is liable,
under the doctrine of collective responsibility, for the effects of the
firm's policies, actions, and failures to act.
Given this heavy responsibility, directors should understand the board
role in strategic planning.

5. PAGE 4
BOARD ROLE IN STRATEGIC PLANNING
In the interest of improvingcorporategovernance, it is vital to clarify
the board role in strategic planning, and especially to clarify respective
roles for governorsand for managers in the strategic planningprocess.
By strategic planning, wemean the process of determiningan
organization'slong-term goals and then identifyingthe best approach
for achieving those goals.
In simpleterms, it is the board role in strategic planningto set the
organization'sgoals, and to specify the limits of conductwithin which
the managersare to operatewhile pursuingthosegoals. In contrast
with the board role in strategic planning, it is the role of the managers to
achieve these goals within these constraints.

6. PAGE 5
Board of Directors and Policy-Making
Governance Outcomes

7. PAGE 6
IncreasedCommitment and Clarification
To have this level of input and influence, each board member must be
committed to a higher standard regarding their own education,
attendance, and participation. Uninformed boards that are highly
engaged in strategic planning could lead to poorly conceived strategic
decisions.
The Distinction between Role and Responsibility
The board–CEO standoff described above is often partly due to another
complicating factor. Board members and CEOs sometimes use the terms
“strategic” and “governance” interchangeably. Both terms do refer to the
need to elevate the board’s (and management’s) perspective above day-
to-day operations. However, “governance” refers more broadly to the
role of the board (oversight), as distinguished from the role of
management (implementation).

8. PAGE 7
Conclusion
Strategic planning is critical to the long-term success of any nonprofit
organization. It guides staff and volunteers in developing
work plans and budgets and in allocating resources.
There are governance responsibilities that are not necessarily
“strategic.” For instance, improvingthe board’scommittee structureand
functionality is not usually a strategic issue for the entire organization
unless the board committees have become so dysfunctional that they
are hampering management’s ability to respond to critical issues in a
timely way. If that were the case, then governance restructuring may
need to be elevated to the status of a strategic issue.
“Over the past several years, we have observed that many of the best-
performing companies have abandoned the traditional approach [to
strategic planning] and are focusing explicitly on reaching decisions
through the continuous identification and systematic resolution of
strategic issues…. They have thrown out their calendar-driven,
business-unit-focused planning processes and replaced them with
continuous, issues-focused decision making. These companies have
stopped making plans and started making decisions.”