Beruflich Dokumente
Kultur Dokumente
May 2008
Participant: __________________
Interpreting Results
All questions where the response was 0 or 1 indicate minimal awareness and might be added
to meeting agendas for further discussion. Appendix A contains further information on each
question.
In working out the results, any answer with a 0 score is ignored. The results are drawn onto a
diagram with quadrants labelled as follows:
The next page enables you to record your results and learn more about their meaning.
Avoidance (0 - 25)
Informality (26 - 50)
Mixed Approach (51 - 75)
Formality (76+)
Your board / organisation has the following score for awareness and formality (write your
score below the band that your score falls into):
Mixed
Avoidance Informality Formality
Approach
Legal Issues
1. I don't know if we have an equal opportunity policy / we've not discussed this policy at board
level. We [would] leave development of our equal opportunity policy to our Chief Executive
/ Human Resources Manager.
2. We [would] ask our Chief Executive / General Manager or get professional advice when we
need to know something. I'm unsure if we've ever properly discussed the threats and
opportunities that arise from new legislation.
3. I can't ever remember us having a major difference of opinion or dispute about the way we
meet our legal obligations. We don‟t debate it much. We took guidance from our Chief
Executive / Chair / External Consultant.
4. I can't remember ever seeing a strategic plan in this place. We usually go along with the
founder's / chair's wishes. Our CEO doesn't discuss plans with staff until s/he has got in
principle agreement from the board / senior management.
Stakeholders
5. It is a bit vague here - that's no bad thing. I've not participated in discussion about mission or
values. The mission / values of an organisation are set by the founder / leader. The board,
staff and volunteers learn to apply these in their decision-making.
6. I'm not sure how organised our service users / staff are or how we might integrate them into
decision-making. Our Chief Executive leads on this: it is not something we (would) discuss
at board level.
7. There is very little conflict in our organisation: I can't remember us ever needing to use a
conflict resolution process. We have a clear mission and set of values. When there is conflict
we ensure the organisation is put first and its values are upheld.
8. Our planning process is informal. Come to think of it, I‟ve never seen / approved a written
plan. The founder / CEO creates written plans of what we'll do and the board checks this over
before giving approval.
10. I'm not sure how we obtain our funding and income. It doesn't get discussed much at board
level. The individuals / organisations who fund our organisation dominate the board and
policy. It's their responsibility.
11. I'm not sure how we choose between different proposals: it all seems to be hit and miss, or
decided on a whim. There are one or two people who are influential here. Their judgement is
critical and we usually follow their lead.
12. I'm not sure what controls we have on financial data or whether I'm entitled to inspect the
accounts. Financial data is carefully controlled: our financial director / CEO has full control.
They give information out when there is an AGM.
Board Development
21. I've never read our organisation's constitution. I don't know for sure what the provisions are
for replacing directors / trustees. I can't remember us appointing a trustee / director that was
not a friend of the CEO or Chair.
22. You can't become a trustee / director here unless the Chair / CEO like you. You have to agree
with their vision to be considered. I'm not sure what criteria we use to select trustees /
directors. I've never seen documents that describe the process.
23. The Chair is influential. He / she suggests who does what. You are unlikely to get on a
committee without their support. It really depends who is in with who and what you are
interested in. I don't think we have any clear cut approach to this.
24. So far as I'm aware, trustees / directors do not undergo any regular appraisal of their
performance. It is up to member groups to monitor and communicate with their trustee /
director. If they don't perform, they won't be re-appointed/re-elected.
Legal Issues
1. We are individually committed to equal opportunity but don't have a formal written policy.
2. We have informal discussions inside/outside board meetings and occasionally involve experts
to raise our awareness.
3. Disputes are rare, but when they occur, there is a lot of politics involved to reach a
compromise.
4. Our planning process is informal and organic. We go with good ideas regardless of their
source.
Stakeholders
5. It doesn't help to fix mission and values: we debate how to change and evolve our
organisation.
6. Managers / board members meet informally with service users/members and we find this
helpful.
7. Whoever is in disagreement, we get round a table to identify underlying issues / interests.
Conflict can be used to improve decisions and create respect.
8. We're not big on formal planning but spend a lot of time investigating a range of project
opportunities on an ongoing basis.
Board Development
21. Formally, we have elections for trustees / directors every 3 years, but elections are never
contested.
22. Candidates are nominated for election and make an election statement. These are sent to
members so they can choose between them.
23. Anyone can nominate, but long-serving board members band together to decide who does
what.
24. The Chair appraises the performance of each trustee / director. He / she then decides on any
necessary training / development.
Legal Issues
1. We discussed the basic parameters at board level and then delegated the task to a manager.
2. Our board has been assembled / appointed for their legal awareness. We rely on them to
identify threats and opportunities.
3. We got someone to carefully research the underlying issues, get input from our stakeholders,
then facilitated a board level debate.
4. We consult staff once proposals are formally agreed by the board and address concerns in the
light of organisational needs.
Stakeholders
5. This mission stuff is a fad: all stakeholders' values have to be respected in an effective
organisation.
6. Service user / staff representation would undermine the professionalism we want to develop
in our policy making.
7. Disputes happen and are often complex once investigated. We have a process, but the person
with most power usually prevails.
8. Planning is an iterative process that brings together different stakeholders into working parties
on a continual basis to create policies.
Board Development
21. Formally, we have elections for trustees / directors every 3 years, but elections are never
contested.
22. Candidates are nominated for election and make an election statement. These are sent to
members so they can choose between them.
23. Anyone can nominate, but long-serving board members band together to decide who does
what.
24. The Chair appraises the performance of each trustee / director. He / she then decides on any
necessary training / development.
Legal Issues
1. Our policy was negotiated by members / employees and managers together, then discussed
and approved by the board.
2. We discuss risks and opportunities arising from new legalisation and involve our managers
and other staff in these discussions.
3. We had robust debate at board meetings until we agreed a policy. We don‟t wash our dirty
linen in front of staff.
4. Staff representatives are informally and formally involved in the development of our plans
from the outset.
Stakeholders
5. It is vital that the board sets a clear mission and values. This has to be communicated by
managers to all staff.
6. We formally include service users and other parties: it is a way to improve governance and
promote healthy debate.
7. If two parties cannot agree, we bring in a third-party to mediate until the parties reach
agreement.
8. Plans are developed by leader(s) with board guidance. Once agreed, we work with
stakeholders to deploy resources effectively.
Board Development
21. Each stakeholder group has power to elect its own trustee(s) / director(s), and only members
of that group can vote them in and out.
22. Our trustees / directors are appointed using the same equal opportunity recruitment process as
for any other member of staff.
23. We decide work allocation at board meetings. There's a round table discussion until we're all
agreed who should do what.
24. Members and/or those working in the organisation assess the performance of their trustees /
director(s) / managers on a regular basis.
Depending on the size and constitution of the organisation, an informal, mixed or formal
approach may be the most appropriate overall. For example, co-operatives often place a high
value on mutuality in decision-making, and may institutionalise debate and mediation into
disciplinary and grievance procedures. Other organisations may prefer strong
line-management approaches, with formal reports, strong discipline and respect for authority
combined with unambiguous policy documents. Whatever the formal legal requirement, each
of these approaches may be effective in particular circumstances and the organisation‟s
board/staff are the ultimate arbiters of what is most appropriate for the organisation.
Place a cross in each quadrant to reflect the number of times you chose each orientation:
Individualised
Strong Preference
Dominant Preference
Exclusive Inclusive
Managerialism Stakeholder
(Authoritarian) (Democratic)
Collectivised
Legal Issues
1. We left development of our equal opportunity policy to our Chief Executive / Human
Resources Manager.
2. We ask our Chief Executive / General Manager or get professional advice when we need to
know something.
3. We didn't debate it much. We took guidance from our Chief Executive / Chair / External
Consultant.
4. Our CEO doesn't discuss plans with staff until s/he has got in principle agreement from the
board / senior management.
Stakeholders
5. The mission / values of an organisation are set by the founder / leader. The board, staff and
volunteers learn to apply these in their decision-making.
6. Our Chief Executive leads on this: it is not something we (would) discuss at board level.
7. Disputes happen and are often complex once investigated. We have a process, but the person
with most power usually prevails.
8. The founder / CEO creates written plans of what we'll do and the board checks this over
before giving approval.
Board Development
21. I can't remember us appointing a trustee / director that was not a friend of the CEO or Chair.
22. You can't become a trustee / director here unless the Chair / CEO like you. You have to agree
with their vision to be considered.
23. The Chair is influential. He / she suggests who does what. You are unlikely to get on a
committee without their support
24. The Chair appraises the performance of each trustee / director. He / she then decides on any
necessary training / development.
Legal Issues
1. We discussed the basic parameters at board level and then delegated the task to a manager.
2. Our board has been assembled / appointed for their legal awareness. We rely on them to
identify threats and opportunities.
3. We had robust debate at board meetings until we agreed a policy. We don‟t wash our dirty
linen in front of staff.
4. We consult staff once proposals are formally agreed by the board and address concerns in the
light of organisational needs.
Stakeholders
5. It is vital that the board sets a clear mission and values. This has to be communicated by
managers to all staff.
6. Service user / staff representation would undermine the professionalism we want to develop
in our policy making.
7. We have a clear mission and set of values. When there is conflict we ensure the organisation
is put first and its values are upheld.
8. Plans are developed by leader(s) with board guidance. Once agreed, we work with
stakeholders to deploy resources effectively.
Board Development
21. Formally, we have elections for trustees / directors every 3 years, but elections are never
contested.
22. Our trustees / directors are appointed using the same equal opportunity recruitment process as
for any other member of staff.
23. Anyone can nominate, but long-serving board members band together to decide who does
what.
24. The board members keep tabs on each other's work. It's pretty informal, but we do appraise
each other and give feedback.
Legal Issues
1. We are individually committed to equal opportunity but don't have a formal written policy.
2. We have informal discussions inside/outside board meetings and occasionally involve experts
to raise our awareness.
3. Disputes are rare, but when this one occurred, there was a lot of politics involved to reach a
compromise.
4. Our planning process is informal and organic. We go with good ideas regardless of their
source.
Stakeholders
5. It doesn't help to fix mission and values: we debate how to change and evolve our
organisation.
6. Managers / board members meet informally with service users/members and we find this
helpful. Formal arrangements won't help.
7. If two parties cannot agree, we bring in a third-party to mediate until the parties reach
agreement.
8. We're not big on formal planning but spend a lot of time investigating a range of project
opportunities on an ongoing basis.
Board Development
21. We don't have elections. New directors are introduced through personal connections. Word
of mouth reputation matters the most.
22. Candidates are nominated for election and make an election statement. These are sent to
members so they can choose between them.
23. We decide these things formally at board meetings. There's a round table discussion until
we're all agreed who should do what.
24. Members and/or those working in the organisation assess the performance of their trustees /
director(s) / managers on a regular basis.
Legal Issues
1. Our policy was negotiated by members / employees and managers together, then discussed
and approved by the board.
2. We discuss risks and opportunities arising from new legalisation and involve our managers
and other staff in these discussions.
3. We got someone to carefully research the underlying issues, get input from our stakeholders,
then facilitated a board level debate.
4. Staff representatives are informally and formally involved in the development of our plans
from the outset.
Stakeholders
5. This mission stuff is a fad: all stakeholders' values have to be respected in an effective
organisation.
6. We formally include service users and other parties: it is a way to improve governance and
promote healthy debate.
7. Whoever is in disagreement, we get round a table to identify underlying issues / interests.
Conflict can be used to improve decisions and create respect.
8. Planning is an iterative process that brings together different stakeholders into working parties
on a continual basis to create policies.
Board Development
21. Each stakeholder group has power to elect its own trustee(s) / director(s), and only members
of that group can vote them in and out.
22. Each member group elects / appoints a director / trustee using a system they feel is
appropriate. We don't interfere.
23. We devolve these decisions to the committees themselves. They suggest who they would like
and we accommodate their wishes.
24. It is up to member groups to monitor and communicate with their trustee / director. If they
don't perform, they won't be re-elected / re-appointed.
Final Comment
Effective governance maintains a balance between appropriate learning, social cohesion (but
not necessarily social harmony) and responsible lawful action. The dominant approach may
change over time, or in response to the changed wishes of organisation members / leaders.
Effective governance can be promoted by increasing the awareness of directors and
organisation members regarding the merits and pitfalls of different approaches. Since World
War II (1950s), after research demonstrating the value of participative approaches, command
and control approaches to governance became less popular. In the 1970s/1980s, however,
further research suggested that such approaches do not work well in all circumstances. With
governance scandals (Maxwell, Marconi, Enron), there has been a reintroduction of
command and control techniques.
Choosing the most effective approach for a given situation is one of the skills that
directors can develop. Rather than relying on a single approach, we recommend that
you develop your understanding of the benefits and pitfalls of each approach so that
you can make informed choices in every situation.
This questionnaire was initially devised by Dr Rory Ridley-Duff (Sheffield Hallam University) with input at the design stage from
Mike Bull (Manchester Metropolitan University). The first phase of development was funded by a collaborative partnership between
universities and enterprise support agencies led by St Martin College, Cumbria. The second phase of development has involved
Tracey Coule and Christine Gilligan from Sheffield Hallam University and been funded by the Enterprise Centre at Sheffield Hallam
University.
Beneficiaries
Customers Funding and
Government
Clients Investment
Suppliers
Employees
Executives and/or
Members
Key Themes
Exclusive or Inclusive Orientation: the consultants to the project recognised that there are
both individual and collective approaches to entrepreneurship that seek to exclude or include
different parties from decisions. The former (exclusivity) prioritises the judgement of some
parties if there is a perceived conflict of interest. The assumption here is that some parties are
better placed to make decisions on behalf of the organisation and protect its interests (and
property rights). The latter (inclusivity) is grounded in a view that the board does not (or
should not) have a privileged position in decision-making. Its role is to be responsive to the
divergent and congruent interests of different stakeholder groups and broker solutions that
ensure the viability of each stakeholder in the interests of the overall organisation.
Each series of questions involves four aspects that can reveal the assumptions of individuals
involved in governance. To decide these themes, two researchers and a business support
coach debated how differences in attitudes became apparent during consultancy and research
projects. They settled on four areas of management activity where differences were most
apparent:
Decision-Making Practices
Assessing Risks and Opportunities
Dispute Resolution / Handling Different Perspectives
Communication Strategies
By asking questions on each relationship to a stakeholder group, board members' views on
governance would be revealed (albeit partially and imperfectly). By organising responses in
terms of an existing theory of governance1 it is possible to 'map' the attitudes of organisation
members.
Society is best served by Society is best served by
developing consensus accommodating diversity
1
Ridley-Duff, R. J. (2007) "Communitarian Perspectives on Corporate Governance", Corporate
Governance: An International Review, Vol. 15 No 2, pp. 382-392
Awareness: The questionnaire asks four questions on each relationship (one each on
decision-making practice, risks and opportunity management, handling differences and
disputes, and strategies for communication). These explore the way the board interacts with
each stakeholder group (including within itself). Each response is coded to both assess and
develop awareness of the scope and nature of governance in a social economy enterprise.
In assessing awareness, there is also a focus on the level of formality (in the sense that the
more there are formal processes in place, the higher the level of awareness). Previous
research on organisation culture, however, has highlighted that there is both an informal and
formal set of norms and that in most instances, informal norms prevail over the formal. The
Weberian belief that bureaucracy could bring about social justice and fairness through
standardisation of procedures has not held up over the long term as adherence to formal
norms typically fail due to their inability to cope not only with the nuances of human
behaviour and social life, but also because they are grounded in the highly contestable idea
that rules can be 'value-free'.
While high levels of formality indicates awareness, it represents only a partial level of
awareness (i.e. requirements of the public, rather than private domain of life). It does not
follow that well established procedures will produce optimal governance outcomes if these
conflict with informal (private) norms of behaviour. For this reason, the questionnaire seeks
to elicit information about a range of informal/formal experiences.
On this basis, 24 scenarios were developed to test the level of informal and formal awareness
in four types of management activity reflecting six different internal/external relationships
that company directors and charity trustees are obliged to manage. These, in turn, are coded
according to awareness levels and social orientation toward individuals and groups.
1. Legal Issues
2. Stakeholders
24 workplace scenarios based on the intersection of
3. Funding and Investment each vertical and horizontal theme.
4. Employees / Members / Volunteers
1. Decision-Making
How has your organisation gone about developing its policy on equality of opportunity?
In the last decade there has been a series of changes to Employment and Health & Safety
Laws. Threats from new legalisation constitute a risk to any organisation (e.g. poor
procedures on Health & Safety and/or Disciplinary and Grievance that might leave the
organisation open to unlimited legal claims and fines). Legislation also provides an
opportunity to develop new services, particularly in unpopular or difficult areas (e.g. sexual
and racial discrimination), and provides an opportunity for debate within an organisation.
How does your board go about assessing threats and opportunities from new
legislation?
Organisations can vary enormously in the way they discuss, manage and handle differences
of opinion. If two board members, or two different groups within the organisation disagree
about how to fulfil legal responsibilities, there may be informal or formal processes to
reconcile the differences. Think of an occasion when there has been a difference of opinion
on how to respond to legal requirements (or you disagreed with a course of action suggested
by the board).
Which of the following most closely resembles the way your organisation resolved a
recent difference of opinion about responding to legislation?
4. Communications
Which of the following most closely resembles the way you involve the workforce in
meeting new legal requirements?
Section 2 - Stakeholders
5. Decision-Making
The phrase 'stakeholder democracy' grew in importance throughout the 1990s after Adrian
Cadbury wrote persuasively on groups that have a stake in organisations (e.g. executives,
employee groups, suppliers, shareholders, volunteers, service users, beneficiaries,
government). At one extreme is the idea that a board should develop shared values and a
common vision (a unitary outlook). At the other extreme is a policy prioritising 'the
satisfaction and protection of individuals and disadvantaged groups" (a pluralist outlook).
Which of the following most closely matches the way your executive(s) view the
development of a mission and social values?
Views about recognising and negotiating with different stakeholders vary considerably. At
one extreme, the development of any autonomous group (not established by management
action) is regarded with suspicion because it has the potential to destabilise good workplace
relationships. At the other extreme, the development of informal and formal groups is
regarded as an important source of creative tension and innovation.
When there are disagreements between two stakeholder groups, which of the following
most closely matches the way you go about resolving the dispute?
8. Communications
When developing written plans, the range and diversity of input affects development and
levels of support. In the 1980s, it was found that in Eastern and more collective cultures,
decisions take longer (and opportunities are missed) but also that implementation is quicker
and succeeds more often. By contrast, in Anglo-American cultures, decisions are often made
quickly by a few people but that implementation is often slow (or fails completely).
9. Decision-Making
Budgeting has an influential role in the life of each organisation, and also plays a role in
determining the level of authority and autonomy of different stakeholders. If individual
stakeholders have the power to authorise their own spending, and raise their own funds, this
contributes to decentralised decision-making and local autonomy. If these powers are
centrally controlled, it is possible to increase accountability and implement anti-fraud
measures more effectively.
Which of the following statements most closely matches the control of budgets in your
organisation?
Those who fund an organisation (whether by contract, grant, investment or personal funds)
often wish to have representation at board level and to exercise influence over the
organisation's activities. As with staff involvement in decision-making, there is sometimes
ambivalence towards the involvement of investors / funders in the management of an
enterprise.
Which of the following most closely represents the board's attitude to involving funders
/ investors in business planning?
Stakeholders compete for funds in an organisation, particularly when there is central control
over spending and budgeting. Inevitably, demand for funds sometimes outstrips supply and
some projects have to be delayed or abandoned.
Which of the following statements most closely matches your approach to evaluating
different investment and income generation schemes?
12. Communications
13. Decision-Making
Third Sector organisations adopt many constitutional forms. Mutual associations, societies
and co-operatives often try to maximise membership: they may also have employees,
customers and suppliers as board members / company directors. Those following the
conventions of charities, on the other hand, usually limit board membership more tightly.
In 2004, new regulations came into force across the EU on the way that the workforce should
be consulted about social and economic risks affecting the company‟s future. When
economic risks increase, the way senior staff respond varies considerably (compare Honda‟s
and BMW‟s approach to safeguarding jobs during the 2008 economic downturn). The board
/ senior management may isolate themselves from the workforce, customers and suppliers to
make decisions with bankers and investors, or immediately begin consulting with
stakeholders, employee groups, unions (and perhaps creditors). The way a company goes
about restructuring, therefore, can reveal approaches to the governance of risk, and whether
HRM policy is oriented towards viewing the workforce as a cost or an asset.
Articles of Association have rules governing the admittance and exclusion of directors and
company members. Contracts of employment (and trading contracts) have procedures for
entering into and terminating agreements about employment. In the case of Employment
Law, there is now a statutory procedure embracing natural justice principles. Failure to
observe natural justice principles will automatically result in unfair dismissal where an
employee or worker is protected by law.
16. Communications
Constituted organisations have an Annual General Meeting (AGM) at which they can make
changes to the organisation's constitution. They may also formally accept or reject plans,
policies and other resolutions. In practice, AGMs can vary a great deal: they may be little
more than a social event at which company officers are elected (or reconfirmed);
alternatively, they may be important social events spread over several days, include policy
papers for debate, and business plans that are subject to scrutiny.
Which of the following statements is closest to the way your organisation defines the
purpose of its AGM?
17. Decision-Making
The process by which an enterprise starts operating has a deep impact on its culture and
ethos. It may have been started by an enthusiastic entrepreneur, a group of friends combating
hardship, or work colleagues who decide to spin off their workgroup to form a new
organisation. Whatever the origins, growth tends to result in a separation of the board from
management as founders find themselves unable (or unwilling) to commit their working /
leisure time to day-to-day management activities.
Which statement best characterises the relationship between your board and executive
manager(s)?
Single-leader organisations are often associated with fast effective change, but have also been
linked to short-lived gains and unsustainability (particularly after they leave). Collective
leadership, while less responsive, has the virtue of being able to insulate an organisation from
fads and fashions, or personality cults, that contribute little to sustainability or long-term
growth prospects.
Which of the following statements is closest to the way your board sees the links
between management style and risk taking?
Occasionally, policy and strategic plans create (perceived) conflicts of interest. There is
debate whether board members comprise three competing groups (funders/investors, directors
and executives) or represent a cohesive group unified by common interests and shared values.
20. Communications
Organisations use a range of approaches when communicating between board and executive.
In some cases, great faith is placed in the communications that take place between CEO and
Chair, but other organisations have monthly or quarterly meetings involving several board
members and managers who work collaboratively.
Which of the following most closely matches the way your directors (or trustees) discuss
work issues with your manager(s)?
21. Decision-Making
Boards have their own dynamic, and ways of reproducing and developing themselves. In
some cases, the power to appoint rests with the wider membership and existing
directors/trustees must be re-elected every few years. In other cases, the power to appoint
new board members rests with existing board members (through the provision of a veto to
block the appointment of anyone unacceptable to existing board members).
Which of the following statements most accurately reflects the way board members are
appointed in your organisation?
The way that trustees/directors are selected is one way that organisations can limit risk.
Views, however, differ considerably. One popular view is that risk can be limited by
selecting trustees/directors who subscribe to a 'shared vision' and hold 'shared values'. Some
codes of conduct, however, argue that diversity and a mix of internal / external board
members reduces risk.
Which of the following statements most closely matches the selection approach used by
your board?
Opportunities to get involved with strategic management exist at board level. There may be
competition amongst board members for who goes on which work/policy committee, and
who becomes involved in public relations work or the internal audit of the company.
Which of the following statements most closely reflect the way that work is allocated at
board level (in General Meetings)?
24. Communications
Board members can benefit from appraisals to develop their board skills. In the 1990s, the
idea of performance appraisal for boards and board members took a higher profile. In the
Higgs report (2003), it was suggested that a Senior Independent Director (externally
appointed) should appraisal senior executives who sit on the board. In other cases, the board
Chair would undertake appraisals.
Which of the following statements most closely reflects the way your board members
are appraised and developed?