BUSMAN105 L1

16問 • 2年前

問題一覧

is a mechanism through which boards and directors are able to direct, monitor and supervise the conduct and operation of the institution and its management in a manner that ensures appropriate levels of authority, accountability, stewardship, leadership, direction and control.

Governance

concerns the structures, functions, processes, and organizational traditions that have been put in place within the context of a program’s authorizing environment “to ensure that the [institution/program] is run in such a way that it achieves its objectives in an effective and transparent manner.

Governance

•Establishing a vision and a mission for the institution/program, reviewing and approving strategic documents, and establishing operational policies and guidelines. •Exercising effective leadership that optimizes the use of the financial, human, social, and technological resources of the institution/program. •Continually monitoring the effectiveness of the institution’s/program’s governance arrangements and making changes as needed.

Strategic direction

•Monitoring managerial performance and programimplementation, appointing key personnel, approving annual budgets and business plans, and overseeing major capital expenditures. •Promoting high performance and efficient processes by establishing an appropriate balance between control by the governing body and entrepreneurship by the management unit. •Monitoring compliance with all applicable laws and regulations, and with the regulations and procedures of the host organization, as the case may be.

Management oversight

•Establishing policies for inclusion of stakeholders in programmatic activities. •Ensuring adequate consultation, communication, transparency, and disclosure in relation to institution/program stakeholders that are not represented on the governing bodies of the institution/program.

Stakeholder participation

•Establishing a policy for managing risks and monitoring the implementation of the policy. •Ensuring that the volume of financial resources is commensurate with the institution’s/program’s needs and that the sources of finance are adequately diversified to mitigate financial shocks.

Risk management

•Monitoring and managing the potential conflicts of interest of members of the governing body and staff of the management units. •Monitoring and managing conflicting interests among institution/program partners and participants, especially those that arise during the process of institution/program implementation.

Conflict management

• Ensuring the integrity of the institution’s/program’s accounting and financial reporting systems, including independent audits. • Setting evaluation policy, commissioning evaluations in a timely way, and overseeing management uptake and implementation of accepted recommendations. • Ensuring that evaluations lead to learning and programmatic enhancement.

Audit and evaluation

concerns the day-to-day operation of the institution/program within the context of the strategies, policies, processes, and procedures that have been established by the governing body.

Management

• Managing financial and human resources. • Reviewing proposals for inclusion in the portfolio of activities and allocating financial resources among activities. • Supervising the implementation of activities. • Contracting with implementing or executing agencies to implement individual activities. • Ensuring that these agencies are self-monitoring and reporting their progress in a timely way.

Program implementation

Ensuring compliance with all applicable laws and regulations at the international, national, and institutional levels, including the regulations and procedures of the host organization, as the case may be. Being aware of and adhering to these requirements and standards on a day to- day basis.

Regulatory compliance

• Taking stock of the overall performance of the portfolio in relation to the institution’s/program’s objectives and strategies. • Reporting progress to the governing body, including any adverse effects of the institution’s/program’s activities. • Serving the needs of the governing body by preparing strategies, policy statements, etc.

Reviewing and reporting

• Maintaining a lean administrative cost structure (while recognizing that administrative costs tend to be higher during the launch period of institution/program). • Proposing ways to maintain high performance while reducing costs to increase operational effectiveness.

Administrative efficiency

• Implementing board-approved policies for stakeholder inclusion in programmatic activities. • Finding ways to increase the effectiveness of stakeholder participation in all aspects of the institution/program.

Stakeholder communication

• Distilling and discerning lessons from the implementation of activities across the portfolio. •Transmitting these lessons to both governing partners and beneficiaries in order to inform policy making and to enhance implementation of activities.

Learning

• Reviewing the performance of operational staff on a regular basis, as well as the performance of consultants at the end of their assignments.

Performance assessment

Industrial Revolution

Danny Wee · 16問 · 2年前

Industrial Revolution