By Y. Argüden

Concentrating on the constitution, strategies, and behaviors for a board of administrators to make sure stable governance, this booklet examines the behavioral elements of governance resembling find out how to review and method info supplied to the board, the right way to significantly query with out de-motivating and the way to supply assistance with out interfering with administration.

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Extra info for Boardroom Secrets: Corporate Governance for Quality of Life

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I would also like to thank the colleagues with whom I have had the pleasure to serve on boards of numerous organizations. I am also grateful to my teachers throughout my academic life, who have instilled the importance of sharing knowledge, and to my colleagues at ARGE Consulting, especially Pinar Ilgaz and Burak Erşahin, who have helped enrich the ideas set forth in this book. Additionally, many thanks are due to Aclan Acar from Doğş Holding, Agah Uğur from Borusan, Alev Yaraman from Şişe Cam, former Undersecretary of the State Planning Organization Ali Tiğrel, former Chairman of the Turkish Airlines Cem Kozlu, former President of Durable Consumer Goods at the Koç Group Cengiz Solakoğlu, Ege Cansen from the Anadolu Group, former Chairman of the Turkish Industrialists’ and Businessmen’s Association Erkut Yücaoğlu, Hasan Subaşi from the Koç Holding, the intellectual architect of the new Turkish Commercial Code Ünal Tekinalp, respected banking executive Vural Akişik, and from the Corporate Governance Association of Turkey, Güray Karacar, Eser Özer and former President Ümit Hergüner, for their contributions and suggestions on the first draft of this book.

As our dependence on global resources increases, we need to be aware of the need to have our governance systems and attitudes gain a global dimension as well. Throughout the world, religions are notable for their longevity as institutions. The level of transparency and accountability that is being faced by the corporations seeking longevity parallels some key principles of religions, such as assuming responsibility for one’s actions regardless of the existence of a witness; or the impossibility of escaping from the day of reckoning.

Strategic choices are intended for the future, whereas the future is uncertain. The quality of strategic decisions can be enhanced by boards that scrutinize these strategic choices based on the experience of their members. Therefore, having a board with sufficiently diverse experience, and critical and independent thinking skills to challenge the strategic choices from multiple perspectives increases the probability of success. The fiduciary duties of the board require them to oversee the protection of corporate assets, tangible as well as intangible.

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