在企業(yè)家經營環(huán)境中發(fā)揮董事功能(文件)
【正文】 of employees 鼓勵僱員 – Development of petencies and development opportunities 才能的建立及僱員事業(yè)的發(fā)展 – Partner/family intervention avoidance 避免夥伴 /家庭干擾 – Plan ownership and board transition 計劃主權及董事局的轉移 – Use of nonrelative for at least 1 top job 最少起用一位非親屬 8 IV. THE USE OF ADVISORS 諮詢專業(yè)意見 Stabilising Shareholder 股東 Board of Directors 董事局 Management 管理層 Merchant banks 商業(yè)銀行 Strategic/Organisation Development Consultants 企業(yè)策略顧問 Management Consultants 管理顧問 Auditors 核數師 Lawyers 律師 9 V. THE NEED FOR DIRECTOR TRAINING 董事培訓的需要 ? 60% of directors spend about 30% of their time on direction 六成董事祗花大約三成時間於董事職責上 ? 75% of directors believe their Boards could be more effective 七成半董事相信其所屬董事局可以更有效果 ? 90% of directors did not receive any prior preparation 九成董事沒有委任前的準備 ? Above 70% of directors received no formal training after appointment 超過七成董事在委任後並沒有接受正規(guī)培訓 ? 12% of panies operates any form of periodic formal appraisal of directors 祗有一成多的公司於董事的表現，採用定期 /正規(guī)評估制度 . AS IDENTIFIED IN A SURVEY 調查結果 10 RECOMMENDATION ? Company Chairman should take responsibility for training/development of directors 董事局主席應負責董事之培訓及發(fā)展 ? Identify training needs and use external resources to accelerate professional development 釐定培訓之需要，運用企業(yè)外的資源加速專業(yè)發(fā)展 ? P
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