|
Corporate Board Model |
Traditional Board Model |
TC Board Model |
C | T |Mixed |
|
Represents New Approach To Board Governance |
Has Strength Via Years of Tradition |
T | |
|
Simplifies Board Organization Structure |
Creates Complex Board Organization Structure |
T | |
|
Utlllzes Board Talents for Pollcy Issues |
Has Board Addressing Pollcy & Operations |
C | |
|
Does Not Involve Board In Operations |
Takes Staff Time to Orient, Educate Board |
Not a function of model but rather knowledge of board members |
M |
|
Makes Use of Staff Input For Key Decisions |
Places Lower Value on Staff lnput |
C | |
|
Allows for Fewer Board Members |
Allows for Greater Number of Board Members |
Fewer than suggested |
C |
|
Keeps Communication Lines Clear |
Tends to Create Complex Lines of Communication |
T | |
|
Includes Fewer Topics on Board Agendas |
Often Includes Minor Operating Items on Agenda |
C | |
|
Reduces Time Needed to Make Decisions |
Have to Increase Time to Make Decisions |
Time not controlled by structure but by leadership or lack thereof |
M |
|
Board Only Hires CEO |
Hires CEO, Other Personnel |
C | |
|
Board Assesses CEO & Organization Rigorously |
Board Assesses Management More Informally |
But fails to do so often enough |
C |