在企业家经营环境中发挥董事功能

ByAlvinAu區君明ExecutiveDirector5May2001Directors’RoleInSMEsOrganizedByTrade&IndustryDepartmentandTheHongKongInstituteofDirectorsDirectingInAnEntrepreneurialSet-up在企業家經營環境中發揮董事功能2I.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Defineandrevieweachindividual’srolesandresponsibilities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4II.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6III.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9IV.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10V.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11RECOMMENDATION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12DirectorDevelopment董事栽培/發展程序TimeMaturityinJobInduction就職Inclusion引入Competence才能Development發展Plateau成熟Transition轉移ExternalInternalShortTermLongTermTheCycleofBoardActivityCorporatePolicyStatingpurposeCreatingVisionandvaluesDevelopingCorporateCultureAccountabilityToownersToregulatorsTostakeholdersSupervisionOverseeingmanagementperformanceReviewingbusinessresultsStrategicThinkingSettingcorporatedirectionandprocessesPositioninginchangingmarketsReviewinganddecidingresourcesBoardStylesArearetainedbyManagingDirectorAutocracy-dictatorshipManipulativeinspirationalBenevolentautocracyDemocraticparticipativeLaissez-faireAreasharedwithBoardTellsSellsConsultsJoinsManagingDirector:ThinksPlansDecidesThinksPlansDecidesPresentstheProblem,asksforsolutionsthendecidesSharesControlBoard:SubmitsConformsGivesAssentThinksPlansProposesAcceptsResponsibility15谢谢！