Abstract: This study assessed the effect of board characteristics on profitability index of banks in Nigeria.
ROLES OF BOARDS
Further, without data, reports to communities about the education return on investment are hollow and unconvincing. Farragut class Coontz sub-class DLG.
the characteristics of the boards, and identify the characteristics which make the role of boards in controlling and monitoring more effective. This study seeks to examine the characteristics which can make the boards more effective and contribute a better financial performance for the company. Statement of the Problem.
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05/11/2012 · Typically, such boards comprise directors who act distant and detached — traits anathema to a business environment that demands transparency and accountability.
Board characteristics Advance Scholars Publication
Abstract: This study assessed the effect of board characteristics on profitability index of banks in Nigeria.Three banks which are considered as market leaders going by their market capitalization were used for the study. Ten years data starting from 2009 sourced from the annual reports and accounts of the banks were used for the study.
The board characteristics include board composition, board structure, board size, frequency of meetings and board leadership. The characteristics of board that have been suggested in this Estimated Reading Time: 7 mins.
Board Characteristics. RESPONSIBILITIES OF BOARDS
Abdulkader Omer Abdulsamad, Wan Yusoff Wan Board CharacteristicsAlhashmi Aboubaker Lasyoud. This work is licensed under a Cumlisious Commons Attribution-NonCommercial 4. This paper aims to investigate the influence Board Characteristics board characteristics on firm performance. Return on Assets ROA and Earnings per Share EPS are used as measurements for firm performance.
Data were collected from secondary sources based on a purposively selected sample of Malaysian Public Listed Companies throughout Board Characteristics period ranging from to Characteirstics The data were analyzed using the panel data regression model. For example, board meetings showed weak and negative influences on firm performance while independent directors had Board Characteristics and positive influences only on ROA.
Based on the findings of this study, it has been observed that the present listing requirements, which aligned with the assumptions of agency theory, by the Characteristcs Code on Corporate Governance MCCG and by the Bursa Malaysia requirements, might not be effective as expected in enhancing future firm performance.
Keywords: Corporate Governance, Board Characteristics, Firm Performance, Agency Theory, Malaysia Listed Companies. How to cite this paper : Abdulsamad, A. Corporate Governance and Sustainability Review, 2 1 CG Experts Repository. About us Books Journals For authors CG Experts Repository Virtus GCCG.
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Rent this content from DeepDyve. Rent from DeepDyve. Please note you do not have access to teaching notes. Several papers attempted to study governance issues in the Middle-East, but no direct examination of board characteristics and governance quality was conducted. Keywords: Corporate Governance, Index, Board of Directors, Shareholders Rights, Public Disclosure and Transparency, Emerging Markets.
Received: How to cite this paper: Alanazi, A. Corporate governance and the characteristics of the board of directors: Evidence from an emerging market. Corporate Board: Role, Duties and Composition, 15 1 , My interest in the subject of governance began when I became chief executive officer CEO of an organization that was to establish a major health care and medical educational program in West Virginia.
Two years after the merger, we created a governance committee to study the subject, and that's when my interest in governance began. While CEO of the Voluntary Hospitals of America, which grew from 30 to hospitals during my tenure, I had the opportunity to visit with many boards.
If I were allowed to focus on only one subject during the rest of my career, it would be governance. Governance is fundamental. I have seen good boards become bad boards and bad boards become good boards. I have seen organizations fail because of problems at the governance level. Ineffective governance compromises the ability of the management to succeed. Effective governance, in contrast, greatly assists the organization. In the sections that follow, I review the roles and responsibilities of boards, factors that increase board effectiveness, and the evolution of governance.
Boards have 3 primary roles: to establish policies, to make significant and strategic decisions, and to oversee the organization's activity. Effective execution of policy is necessary to fulfill the other 2 roles. Policies define focus and differentiate responsibilities among the board, the management, and the medical staff. Instead of having the same matter or very similar matters on the agenda repeatedly, the board can develop a policy that covers the issue and leave implementation of the policy to management.
Boards have approximately 24 hours together each year, spread over regular meetings. It is essential to use that time wisely. At the same time, board-level policies should be reviewed regularly.
We then refined and consolidated them. The board now reviews policies annually to see if they are still needed. Decision making involves making choices about the organization's vision, mission, and strategies.
Boards make decisions about issues that are strategic and significant, such as whether to enter an affiliation agreement with another organization. As decision makers, boards can also delegate nongovernance types of decisions to others—and would be wise to do so. Some boards cross the line and try to involve themselves in management. Nevertheless, in the oversight role, the board is legally responsible for everything that happens within the hospital, whether in the emergency department, a clinic, or a nursing unit.
In the area of quality, for example, the board's oversight role may include setting the tone by stating that the organization is committed to quality; establishing policies related to quality, such as credentialing; ensuring that mechanisms are in place, such as committees, to establish a plan for quality; and monitoring implementation of the plan.
Board committees play an important role in the governance process. It is useful to periodically review the structure and functions of the committees and to ensure that everyone knows what to expect from them. Boards have numerous responsibilities: they oversee management, finances, and quality; set strategic direction; build community relationships; establish ethical standards, values, and compliance; and select a CEO and monitor his or her progress.
Although the management team develops the strategic plan, it is the board's responsibility to accept or modify the strategic plan and to set the direction. The board considers elements in the environment—such as growing competition and changing patterns of care—and develops a vision, a mission, strategic thrusts, goals, and tactics that respond to the environment, all the while showing the organization's values.
Financial oversight is a familiar job that boards usually do well. Boards ensure the use of financial controls; ensure that funds are prudently invested, considering cash management, banking, and contracting parameters; and establish policies related to budgets.
Their goal is to protect the community's assets. Oversight of the quality area often involves utilization and risk management in addition to continuous quality improvement. Attention to community relationships is a responsibility unique to not-for-profit institutions. The focus is on all those the organization serves: consumers, businesses, elected representatives, payers, and collaborators.
At Baylor Medical Center at Irving, for example, the board has adopted a community action plan developed by the management team. The ethical standards of the organization are determined by the behavior of the board. Through its ongoing actions, the board decides what behavior will and will not be tolerated.
Board Characteristics and Corporate Social Responsibility ...
board of directors, corporate governance, corporate social responsibility, meta-analysis, meta-analytic path modeling, meta-regression The relationships between corporate board characteristics and firm perfor-mance are well researched in the strategic management and corporate gover - nance literature. From an agency theory perspective, boards serve a
Paperboard is a thick paper-based mwg.im there is no rigid differentiation between paper and paperboard, paperboard is generally thicker (usually over mm, in, or 12 points) than paper and has certain superior attributes such as foldability and rigidity. According to ISO standards, paperboard is a paper with a above g/m 2, but there are exceptions. Board characteristics considered in this include board size, director ownership, CEO duality, gender diversity, educational qualification of board and number of board mwg.imted Reading Time: 7 mins. 11/10/ · The four boards of directors’ characteristics that are of interest in this paper are: CEO duality, independent directors (ID), board size (BS) and board meeting (BM). Return on Assets (ROA) and Earnings per Share (EPS) are used as measurements for firm mwg.im by:
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