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Tyson Report

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sick crap stuff.....got an angel and a vampire.....

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Tyson Report

  1. 1. <ul><ul><ul><ul><ul><li>JUNE 2003 </li></ul></ul></ul></ul></ul>
  2. 2. KEY ISSUES: <ul><li>The Personal Attributes of Effective Non-Executive Directors </li></ul><ul><li>The Benefits and Encouragement for Greater Diversity Among Non-Executive Directors </li></ul><ul><li>Constraints of Creating More Diverse Corporate Boards </li></ul><ul><li>Need for effective Selection and On-going Training and Assessment </li></ul>
  3. 3. MAIN ISSUE : DIVERSITY <ul><li>WHY??????? </li></ul>
  4. 5. The Personal Attributes of Effective Non-Executive Directors <ul><li>Judgement </li></ul><ul><li>Effective Decision Making </li></ul><ul><li>“ A major contribution of the non-executive director is to bring wider experience and a fresh perspective to the boardroom. Although they need to establish close relationships with the executives and be well-informed, all non-executive directors need to be independent of mind and willing and able to challenge, question, and `.” (Higgs, 9.1) </li></ul>
  5. 6. The Benefits and Encouragement for Greater Diversity Among Non-Executive Directors <ul><li>Board Effectiveness </li></ul><ul><li>Marzipan Layer </li></ul><ul><li>Skills and Experience </li></ul><ul><li>Catalyst – WOMEN!!!!!!!!!! </li></ul>
  6. 8. <ul><li>Synergy </li></ul><ul><li>Positive sign for Shareholders </li></ul><ul><li>“ The best boards are composed of individuals with different skills, knowledge, information, power, and time to contribute. Given the diversity of expertise, information, and availability that is needed to understand and govern today’s complex businesses, it is unrealistic to expect an individual director to be knowledgeable and informed about all phases of business. It is also unrealistic to expect individual directors to be available at all times and to influence all decisions. Thus, in staffing most boards, it is best to think of individuals contributing different pieces to the total picture that it takes to create an effective board.” - (Conger and Lawler, 2001) </li></ul>
  7. 9. SYNERGY
  8. 11. <ul><li>ASSISTANCE FROM NEDs </li></ul>
  9. 13. <ul><li>AVOIDING CONDITIONAL ASSISTANCE OR CONFLICTS AT WORK </li></ul>
  10. 15. Constraints of Creating More Diverse Corporate Boards <ul><li>Different Needs </li></ul><ul><li>Coordination </li></ul><ul><li>Difference Issues </li></ul><ul><li>GENDER </li></ul><ul><li>CULTURE </li></ul><ul><li>BACKGROUND </li></ul><ul><li>WORKING METHODS </li></ul>
  11. 17. Need for effective Selection and On-going Training and Assessment <ul><li>Awareness </li></ul><ul><li>Introduction to organisation culture </li></ul><ul><li>Training and Induction </li></ul><ul><li>Pumping Confidence and integrating NED’s skills with the Organisation Culture </li></ul><ul><li>Avoid Information, Communication GAPS </li></ul><ul><li>Effective Selection to select the Deserving Candidate </li></ul>
  12. 18. <ul><li>EFFECTIVE TRAINING AND INDUCTION DEPICTED </li></ul>
  13. 20. <ul><li>COMMUNICATION GAPS AND UNEFFICIENT DIRECTOR DUE TO LACK OF PROPER SELECTION, TRAINING AND INDUCTION. </li></ul>
  14. 22. FACTS: <ul><li>According to Goldman Sachs Urban Investment Fund, the Fortune 500 invest nearly $2B yearly in corporate diversity programs, ranging from diversity training to the recruitment of diverse candidates. </li></ul>
  15. 27. Conclusion
  16. 28. WE ARGUE........ <ul><li>Every coin has two sides...... </li></ul><ul><li>Doesn't matter the benefits of Diversity, what we perceive things in an unorthodox way...... </li></ul><ul><li>Parameters: </li></ul><ul><li>Gender </li></ul><ul><li>Background </li></ul><ul><li>Age </li></ul><ul><li>Nationality </li></ul><ul><li>Experience </li></ul>
  17. 29. POSITIVE BRIGHT SIDE <ul><li>ADVANTAGES </li></ul><ul><li>CONTRIBUTION </li></ul><ul><li>ALTERNATIVES </li></ul><ul><li>INNOVATIVE IDEAS </li></ul>
  18. 30. NEGATIVE AND A BIT SCARY DARK SIDE <ul><li>CONFLICTS </li></ul><ul><li>PERSONAL ISSUES </li></ul><ul><li>LACK OF CO-ORDINATION </li></ul><ul><li>FLEXIBILITY </li></ul>

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