Management

About the Board, CEO, 'Upper Echelon' ...….” “How involved should the Board of Director be?” Is there any way that they can be too much involved??? The role of the Board of Directors could go from being “passive” (i.e., rubber-stamping) to becoming so overly involved (with minutia) that they are a “hindrance.” How much is too much??? Look for examples. Also, let's focus on these elements of “corporate governance” for a moment: 1) What if there is an “Interlocking Board of Directors”? (Mizruchi, 8/1996). This entity refers to the practice of members of a “corporate board of directors” that serve on other “corporate boards of directors” for multiple corporations at the same time, e.g., a board member on McDonald’s board “interlocks” (or serves) as board member of Burger King’s board. Could this be? What’s wrong with this picture? Why? Why not? 2) What regulations exist that govern this area of corporate governance? Also, “which” board (of the 2 or more boards that he/she is on) “means” more to that member? Or, maybe, which board will benefit the member most? 3) What is the “collective” interest of the board members’ view towards success of the corporation? Isn’t that superseded by each board member’s “individualistic” interest? Are both equally important? Could that be? 4) Does culture matter? And, which culture matters: 1) “national” or “individualistic” culture, or, 2) his/her “organizational” culture? Are both cultures the same? “Google- around a bit”!! Use Google to get examples!