The responsibility of the board is indivisible

Article Abstract:

Company directors are ultimately responsible for the conduct of the business they direct, so it is essential that the board be capable of acting in a unified group. Board members should also understand their responsibilities as set forth by the Companies Act 1985 and the Articles of Association of their particular companies. The directors are responsible for acting in the company's best interests, not using their position for private profits, avoiding conflicts of interest, and complying with all relevant laws. The functions of the board are setting company objectives, approving plans for implementing strategy, and monitoring the company's progress in meeting its objectives.

Laws, regulations and rules, Corporate directors

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Extracting the message from the medium

Article Abstract:

A comprehensive information resources management (IRM) policy is important for cost-effective management of information and a strategic tool for creative use of information for competitive success. A company should view its information resources as a valuable, fluid device. Components of an IRM program include: improving storage; setting retention schedule limits and destroying information when those dates are reached; and security, including production, storage, and retrieval of duplicate media. All information resources in a company should be unified under an information resources department. Only one percent of UK firms and 40% of US firms have IRM departments.

Methods, Planning, Information resources management, Information storage and retrieval

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Should the chairman also be the CEO?

Article Abstract:

A financial scandal at Guinness-Distillers in 1986 has raised questions over the proper roles of corporate chief executives and board chairs; whether the two roles should be combined, or if separate, what the relationship between the chief executive and the chairman of the board should be. Decisions about the functions of chairs and chief executives must be made on a company-by-company basis, and are dependent on the structure, decision-making practices, and culture of the organization.

Analysis, Chief executive officers, Organizational behavior

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