在企业家经营环境中发挥董事功能.ppt

,ByAlvinAu區君明ExecutiveDirector,5May2001,DirectorsRoleInSMEsOrganizedByTrade&IndustryDepartmentandTheHongKongInstituteofDirectors,DirectingInAnEntrepreneurialSet-up在企業家經營環境中發揮董事功能,2,I.BOARDCOMPOSITION:RefSMEs中小型企業董事局的組合,DetermineandreviewBoardcomposition決定/覆查董事局的組合No.ofdirectors董事的人數Needofmembershipchanges董事更換的需要Timingformembershipchanges董事更換的時限Defineandrevieweachindividualsrolesandresponsibilities釐定、覆查各董事的角色及職責Identifygapsoroverlaps,plan/executecorrectiveactions確認有否存在空檔或重疊，計劃及進行改善,3,Developspecificationsofcompetenciesandexperienceorotherqualifications(relationship)requiredfornewappointment/promotiontotheBoard訂立委任/晉升董事局所需的才能及經驗的規格，或其他條件Identifyandselectcandidates,andagreetermsofappointment確認選拔候選人，並同意委任條件Identify/appointaManagingDirector,andempowertoperformtheroles確認、委任董事總經理，並賦予適當權力,4,II.PROCESSESOFDIRECTING董事局管治的程序,Define,delegateandensurepower,rolesandresponsibilitiesoftheBoardandManagementareappropriateanddifferent釐定、委任及確定董事局與管理層的角色，權力和職責適當及不同EnsuretasksandobjectivesoftheChairmanandManagingDirectorareclear,inlinewithabove清晰確定董事局主席與董事總經理的工作及目標，與以上一致,5,ExplaintomembersBoardprocesses/policies,companyculture,corporateobjectivesandtheirroles向董事局成員說明董事局的政策/運作程序、企業文化、企業目標及其角色Helpdevelopnecessarycompetencies,knowledgeandmonitor/appraiseperformanceofdirectors協助董事建立有關才能、知識及監察/讚賞其表現,6,III.BOARDVSMANAGEMENTINANENTREPRENEURIALSET-UP企業家環境中的董事局與管理層,Directing指揮：formulationofpolicies政策的制定strategicthinking策略的思考directingthebusiness企業監督/指揮Managing管理：daytodayoperations日常運作copingwithplandeviations應付計劃的逆差deliveringbudgets達成預算目標,7,Idealstate理想情況Clearmission,strategyandstructure清晰的使命，策略及架構Democraticandparticipativeandwithclearaccountabilities董事局與管理層體現民主，積極參與，並具有清晰問責性Costeffective,timely,efficientandflexible成本低、效果高、適時、有效率及應變能力Mutualtrustandwithappropriatetransparency互相信任並有適當透明度Balancebetweenformalandinformalcommunicationanddecisionmaking正規與非正規的溝通及決策，取得平衡,8,Motivationofemployees鼓勵僱員Developmentofcompetenciesanddevelopmentopportunities才能的建立及僱員事業的發展Partner/familyinterventionavoidance避免夥伴/家庭干擾Planownershipandboardtransition計劃主權及董事局的轉移Useofnon-relativeforatleast1topjob最少起用一位非親屬,9,IV.THEUSEOFADVISORS諮詢專業意見,StabilisingShareholder股東,BoardofDirectors董事局,Management管理層,Merchantbanks商業銀行,Strategic/OrganisationDevelopmentConsultants企業策略顧問,ManagementConsultants管理顧問,Auditors核數師,Lawyers律師,10,V.THENEEDFORDIRECTORTRAINING董事培訓的需要,60%ofdirectorsspendabout30%oftheirtimeondirection六成董事祗花大約三成時間於董事職責上75%ofdirectorsbelievetheirBoardscouldbemoreeffective七成半董事相信其所屬董事局可以更有效果90%ofdirectorsdidnotreceiveanypriorpreparation九成董事沒有委任前的準備Above70%ofdirectorsreceivednoformaltrainingafterappointment超過七成董事在委任後並沒有接受正規培訓12%ofcompaniesoperatesanyformofperiodicformalappraisalofdirectors祗有一成多的公司於董事的表現，採用定期/正規評估制度N.B.ASIDENTIFIEDINASURVEY調查結果,11,RECOMMENDATION,CompanyChairmanshouldtakeresponsibilityfortraining/developmentofdirectors董事局主席應負責董事之培訓及發展Identifytrainingneedsanduseexternalresourcestoaccelerateprofessionaldevelopment釐定培訓之需要，運用企業外的資源加速專業發展Processofdirectordevelopment董事栽培/發展程序Induction:就職Inclusion:引入Competency:才能Development:發展Plateau:成熟Transition:轉移,12,DirectorDevelopment董事栽培/發展程序,Time,MaturityinJob,Induction就職,Inclusion引入,Competence才能,Development發展,Plateau成熟,Transition轉移,External,Internal,ShortTerm,LongTerm,TheCycleofBoardActivity,CorporatePolicyStatingpurposeCreatingVisionandvaluesDevelopingCorporateCulture,AccountabilityToownersToregulatorsTostakeholders,SupervisionOverseeing