在企业家经营环境中发挥董事功能

1、ByAlvin Au 區君明區君明 Executive Director5 May 2001Directors Role In SMEsOrganized By Trade & Industry Department and The Hong Kong Institute of DirectorsDirecting In An Entrepreneurial Set-up在企業家經營環境中發揮董事功能在企業家經營環境中發揮董事功能 1I. BOARD COMPOSITION: Ref SMEs中小型企業董事局的組合中小型企業董事局的組合 Determine and review Boa

2、rd composition 決定/覆查董事局的組合 No. of directors 董事的人數 Need of membership changes 董事更換的需要 Timing for membership changes 董事更換的時限Define and review each individuals roles and responsibilities 釐定、覆查各董事的角色及職責 Identify gaps or overlaps, plan/execute corrective actions確認有否存在空檔或重疊，計劃及進行改善2Develop specifications

3、of competencies and experience or other qualifications (relationship) required for new appointment/promotion to the Board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Identify and select candidates, and agree terms of appointment確認選拔候選人，並同意委任條件 Identify/appoint a Managing Director, and empower to perform the roles確認、委

4、任董事總經理，並賦予適當權力3II.PROCESSES OF DIRECTING董事局管治的程序董事局管治的程序 Define, delegate and ensure power, roles and responsibilities of the Board and Management are appropriate and different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Ensure tasks and objectives of the Chairman and Managing Director are clear, in line with above

5、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4Explain to members Board processes/policies, company culture, corporate objectives and their roles 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Help develop necessary competencies, knowledge and monitor/appraise performance of directors協助董事建立有關才能、知識及監察/讚賞其表現 5III. BOARD VS MANAGEMENT

6、 IN AN ENTREPRENEURIAL SET-UP企業家環境中的董事局與管理層企業家環境中的董事局與管理層 Directing 指揮： formulation of policies 政策的制定 strategic thinking 策略的思考 directing the business 企業監督/指揮Managing 管理： day to day operations 日常運作 coping with plan deviations 應付計劃的逆差 delivering budgets 達成預算目標6Ideal state 理想情況 Clear mission, strategy

7、and structure清晰的使命，策略及架構 Democratic and participative and with clear accountabilities董事局與管理層體現民主，積極參與，並具有清晰問責性 Cost effective, timely, efficient and flexible 成本低、效果高、適時、有效率及應變能力 Mutual trust and with appropriate transparency 互相信任並有適當透明度 Balance between formal and informal communication and decision

8、making 正規與非正規的溝通及決策，取得平衡7 Motivation of employees 鼓勵僱員 Development of competencies and development opportunities 才能的建立及僱員事業的發展 Partner/family intervention avoidance 避免夥伴/家庭干擾 Plan ownership and board transition 計劃主權及董事局的轉移 Use of non-relative for at least 1 top job 最少起用一位非親屬8IV. THE USE OF ADVISORS

9、諮詢專業意見諮詢專業意見 Stabilising Shareholder股東Board of Directors董事局Management管理層Merchant banks 商業銀行 Strategic/OrganisationDevelopment Consultants企業策略顧問 ManagementConsultants管理顧問 Auditors核數師 Lawyers律師 9V. THE NEED FOR DIRECTOR TRAINING 董事培訓的需要董事培訓的需要 60% of directors spend about 30% of their time on directio

10、n六成董事祗花大約三成時間於董事職責上 75% of directors believe their Boards could be more effective七成半董事相信其所屬董事局可以更有效果 90% of directors did not receive any prior preparation九成董事沒有委任前的準備 Above 70% of directors received no formal training after appointment超過七成董事在委任後並沒有接受正規培訓 12% of companies operates any form of period

11、ic formal appraisal of directors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. AS IDENTIFIED IN A SURVEY 調查結果 10RECOMMENDATION Company Chairman should take responsibility for training/development of directors 董事局主席應負責董事之培訓及發展Identify training needs and use external resources to accelerate professional development 釐

12、定培訓之需要，運用企業外的資源加速專業發展Process of director development 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11Director Development董事栽培董事栽培/發展程序發展程序 TimeMaturity in JobInduction就職 Inclusion引入 Competence才能 Development發展 Plateau成熟 Transition轉移 12ExternalInternal

13、Short TermLong TermThe Cycle of Board ActivityCorporate PolicyvStating purposevCreating Vision and valuesvDeveloping CorporateCultureAccountabilityTo ownersTo regulatorsTo stakeholdersSupervisionvOverseeingmanagementperformancevReviewing businessresultsStrategic ThinkingvSetting corporate direction and processesvPositioning in changing marketsvReviewing anddeciding resources13Board StylesArea retained byManaging DirectorAutocracy-dictatorshipManipulative inspirationalBenevolentautocracyDemocratic participativeLaissez-faireArea shared with BoardTe