在企業(yè)家經(jīng)營環(huán)境中董事角色(編輯修改稿)
2025-02-14 00:51 本頁面
【文章內容簡介】 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(shù)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(xiàn)，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 ? Process of director development 董事栽培 /發(fā)展程序 – Induction : 就職 – Inclusion: 引入 – Competency: 才能 – Development: 發(fā)展 – Plateau: 成熟 – Transition: 轉移 11 Director Development 董事栽培 /發(fā)展程序 Time Maturity in Job Induction就職 Inclusion引入 Competence才能 Development發(fā)展 Plateau成熟 Transition轉移 12 External Internal Short Term Long Term The C
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