 |
Good
Governance journal |
If you want to keep up with international best
practice in governance, you need Good Governance.
Six issues a year cover up-to-the-minute trends
and developments in governance practices and processes.
With practical 'how to do it' articles, authoritative
comment, stimulating ideas, reviews and governance
news, Good Governance is a very cost effective
part of any board's effectiveness development
programme.
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a complimentary issue.
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subscription and back-issue order details.
Good
Governance Journal Index 1 to 54 pdf (95kb)
| Issue 58 |
July–August 2007 |
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| ‘Unspoken About” Risks That Directors Face |
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An exploration of risks other that the visible, legal risks |
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| Does a Managing Director Ever Really get to be a Director |
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What might be the implications of a CEO becoming a managing director. |
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| “Let’s have a report on that” |
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The consequences for Chief Executives being loaded with unexpected, ad hoc reports... |
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| Book Review |
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‘What Got You Here Won’t Get You There’
Marshall Goldsmith, with Mark Reiter
Hyperion 2007
ISBN 978-1401-301309 |
| Issue 57 |
May –June 2007 |
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| Practical Hints for Effective Board Papers |
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| Effective Questioning in the Boardroom – Inquiry or Inquisition? |
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How questions can be asked to draw forth useful and informative answers. |
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| Getting the Best From Your Directors |
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Suggestions of ways Boards can enhance the experience of being a Director. |
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| Practical Hints for Effective Board Papers (part II) |
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| Trends in Not-for-Profit Sector Governance. |
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| Avoiding ‘Slideware’s’ Slippery Slope! |
| Issue 56 |
March –April 2007 |
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| [Please note: some editions have been incorrectly printed as March-April 2006] |
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| Seeking Boardroom Intelligence |
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providing your board with information needed for effective stewardship |
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| What a Constitution Can and Cannot Do |
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| The Board’s Role in Controlling Sensitive Expenditure |
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| Avoiding ‘Slideware’s’ Slippery Slope! |
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|
cautionary advice on the use of PowerPoint |
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| Practical Hints for Effective Board Meetings |
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part 1 - The Agenda |
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| Issue 55 |
January-February 2007 |
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| Issue 54 |
November-December 2006 |
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| Issue 53 |
September-October 2006 |
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| Issue 52 |
July-August 2006 |
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| Getting the Most from the Board Retreat |
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Is it Time to Switch (Conversation) Mode? |
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To Empower Your CEO, Create Boundaries |
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Good to Great and the Social Services (Book Review) |
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Governance in the News |
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| Issue 51 |
May-June 2006 |
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| Why Do Chief Executives Fail? |
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Financial Governance for Not-for-Profit Organisations |
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Chairperson Leadership Styles |
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| Issue 50 |
March-April 2006 |
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| Should a Board Engage in ‘Debate’ or ‘Dialogue’? |
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Seven Years and 50 Editions of Good Governance |
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Expectations of the Chair, Individual Directors and the Board as a Group |
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Governance Q & A: |
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How do we formalise communication between the Board, the Chairman , the Chief Executive and Staff? |
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| In Support of Strong Strategic Dialogue. |
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| Issue 49 |
January-February 2006 |
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| Through the Eyes of a Director – a framework for governance |
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Why the Chief Executive’s Report Should Not Dominate the Board’s Meeting (and How to Make Sure) |
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The Importance of Being Explicit About Desirable Board ‘Norms’ |
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What Role (if any) Should the Board Play in a Major Organisational Restructuring? |
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| Issue 48 |
November-December 2005 |
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| Issue 47 |
September- October 2005 |
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| Issue 46 |
July-August 2005 |
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| Issue 45 |
May-June 2005 |
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Setting Standards for Behaviour and Sticking to Them |
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The role of a board’s ‘Code of Conduct’ |
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The Attributes of an Effective Chairman |
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‘Improving Board Effectiveness – Managing the Board as a Work Unit’ |
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A guest article contributed by Neil Primrose of the Australian Institute of Company Directors |
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Review Article: Boards and their CEOs. |
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A review of articles written by Ram Charan; Margaretha Wiersema; Laurence Stybel and Maryanne Peabody |
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| Issue 44 |
March-April 2005 |
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Key Aspects of the Chairman’s Role and Responsibilities |
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| Monitoring Risk. |
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| Q & A |
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Should the board meet without the Chief Executive? |
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Why is it That the Carver Policy Governance Principles can Seem so Hard to Honour? |
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| Issue 43 |
January-February 2005 |
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Beyond Bumper Sticker Values
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Why (and how) boards should explore the values that underpin their organisation’s reason for being. |
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The Disclosure of Governance Practices
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What should be included in the governance statements of a board’s annual report. |
| Governance in the News |
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Does Director Independence Matter? |
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Getting a Grip on History |
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| Issue 42 |
November-December 2004 |
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Coming Out From Under the Shadow of the Founding CEO |
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Eight Ways to Keep Your Board’s Policy Framework Alive! |
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| For How Long Should Board Members Serve? |
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Governance Q&A |
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Are Proxy Board Members Acceptable? |
Steps Toward high Performance Governance – Lessons from the Sports and Recreation Sector |
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| Issue 41 |
September-October 2004 |
| Issue 40 |
July-August 2004 |
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Unleashing the Board’s Ability to Think Strategically |
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Some discussion starters to assist boards to think strategically |
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| Many Heads are better than One |
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Governance in the News |
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‘pre - nup’ agreements prior to joining a board – the Coca Cola Amatil proposal. |
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Going Back to the Roots |
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A discussion of writings by Robert Greenleaf |
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Avoid the Usual Traps in Setting Performance Expectations |
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Some suggestions for wording CEO performance expectations |
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Thinking of Changing the basis for Board membership? What System Works best? |
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Representative versus skills-based directorship |
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Obstacles to Board Performance Review |
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Some counter arguments to commonly expressed reasons for not undertaking board performance reviews |
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5 reasons Why a Board Should be Vitally Interested in the People Side of the Business |
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Putting the Board to the 10 Minute Test |
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Some suggestions for reviewing meetings that have just been completed |
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| Issue
38 |
March-April
2004 |
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| Boardroom
brawling raises the bar |
|
An
analysis of some of the governance issues
raised by recent boardroom troubles at the
National Australia Bank |
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| Book
Review |
|
'Back to the Drawing Board: Designing Corporate
Boards for a Complex World'.Colin B. Carter
and Jay W. Lorsch. Harvard Business School
Press. Boston 2004 ISBN 1-57851-776-1 |
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| Which
is more important - a board's power or its
influence? |
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| Help
for Audit Committees |
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| The
CEO-Chair relationship |
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| Boards
in the News |
|
| Be
clear about the reasons for undertaking a
board performance assessment. |
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| Issue
37 |
January-February
2004 |
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| Eight
ways to ensure the experts on your board are
on tap, not on top |
|
| Building
an effective board-CEO relationship |
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| Why
your board should be interested in organisational
values. |
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| "Do
more talking please" |
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Suggestions
to help boards engage in more constructive
discussion. |
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| Issue
36 |
November-December 2003 |
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| When
the law and good practice coincide: the wider
application of the principles underlying 'Sarbanes-Oxley' |
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| Be
clear about the purpose of your committees. |
|
| Governance
Q & A's |
|
How
does a board determine what belongs in the
constitution and what belongs in policies? |
|
| Book
Review |
|
Thin
on Top: "Why Corporate Governance Matters
and How to Measure and Improve Board Performance".
Bob Garratt(2003) |
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| Making
Sound Board Decisions |
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Some
guidance for governance-level decision making. |
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| Issue
35 |
September-October
2003 |
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| Ten
things a chairman must know |
|
| Seeking
out Differences |
|
The
importance of diversity in the boardroom |
|
| Paradoxes
of Governance (continued) |
|
Directors
are legally responsible for supervising management
but management controls the information, planning
and organisational systems. |
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| Should
senior staff attend board meetings? |
|
| Governance
Q & A's |
|
How
often should we review policies? |
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Should
we be open to making changes? |
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| Issue
34 |
July-August
2003 |
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| Issue
32 |
March-April
2003 |
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