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CGF ARTICLES, OPINIONS & EDITORIALS

PROMOTING GOOD GOVERNANCE: IMPERATIVES FOR ACCOUNTABILITY (2015-05-18)

Presentation by Terrance M. Booysen

...it is imperative that we make a distinction between words such as “accountability”, “responsibility”, “must” and “should” – and specifically so in the context of its use within a boardroom and its organisation.
Firstly, given the order and importance of these words -- and in the context of this discussion of promoting good governance -- the word “accountability” must be ring-fenced as the vocabulary intended specifically for the board of directors, and the use of this word must not be loosely associated with the role and function of management.

It is critical to note (and accept) that the “buck rests with the board of directors” and it is the board who are ultimately expected to bring success to the organisation -- every successful company culture needs accountability and this must not be an “after-the-fact” type of behaviour.  Holding the board accountable begins by communicating very clear expectations and getting the director’s acceptance thereof prior to their acceptance of their appointment.

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