{"product_id":"sarbanes-oxley-and-the-board-of-directors-isbn-9780471736080","title":"Sarbanes-Oxley and the Board of Directors","description":"\u003ci\u003eSarbanes-Oxley and the Board of Directors\u003c\/i\u003e is a practical, down-to-earth guide for board members. It covers everything from board basics to compliance with regulations, corporate culture and values to assessing and reacting to hostile shareholder activities. Complete with real-world examples, vignettes, case studies, and other information, this guide helps board members, CEOs, CFOs, and others understand their responsibilities and potential liabilities and implement effective corporate governance. It covers building a strong framework for effective governance, ways to protect board members, specific guidance for effective corporate oversight and communications, and more. \u003ci\u003eSarbanes-Oxley and the Board of Directors\u003c\/i\u003e gives directors the knowledge, techniques, and tools to serve the company and its stockholders well.  Preface.  \u003cp\u003eAcknowledgments.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: A Sturdy Framework.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePART I: GOVERNANCE FACTOR I.\u003c\/p\u003e \u003cp\u003eBuilding a Strong Foundation.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Making of a Governance Revolution.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRegulatory Development in the United States.\u003c\/p\u003e \u003cp\u003eRelative Maturity of Worldwide Governance.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Board Basics.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIndependence Is the Key.\u003c\/p\u003e \u003cp\u003eBoard Size Matters.\u003c\/p\u003e \u003cp\u003eCommittees: Source of Functional Support.\u003c\/p\u003e \u003cp\u003eThe Imperial CEO.\u003c\/p\u003e \u003cp\u003eDirector Development.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Dealing with Your Liability Up Front.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Judgment “Bunker”.\u003c\/p\u003e \u003cp\u003eNext Line of Defense: Indemnity and Insurance.\u003c\/p\u003e \u003cp\u003eReputation: A Priceless Asset.\u003c\/p\u003e \u003cp\u003ePART II: GOVERNANCE FACTOR II.\u003c\/p\u003e \u003cp\u003eOrganize to Lead.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Minding the Numbers: The Audit Committee.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Strong Constitution: The Audit Committee Charter.\u003c\/p\u003e \u003cp\u003eYour Financial Experts.\u003c\/p\u003e \u003cp\u003eListen to the Whiners.\u003c\/p\u003e \u003cp\u003eManaging the Auditors.\u003c\/p\u003e \u003cp\u003eRed Flags of Financial Reporting.\u003c\/p\u003e \u003cp\u003eInternal Control: Six Smart Precertification Steps.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: How Much Is Fair?: The Compensation Committee.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDesigning the Plan.\u003c\/p\u003e \u003cp\u003eUnspoken Cost: Stock Options.\u003c\/p\u003e \u003cp\u003ePiecework: Transaction Compensation.\u003c\/p\u003e \u003cp\u003eDanger of Oversized Parachutes.\u003c\/p\u003e \u003cp\u003eMeasuring Performance.\u003c\/p\u003e \u003cp\u003eUnwanted Incentives.\u003c\/p\u003e \u003cp\u003eTell Us about Your Shareholder Equity Plan.\u003c\/p\u003e \u003cp\u003eThe Fight Is On!\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Keeping It Clean: The Corporate Governance\/Nominating Committee.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGoverning the Board.\u003c\/p\u003e \u003cp\u003eSetting the Rules.\u003c\/p\u003e \u003cp\u003eEvaluating the Board.\u003c\/p\u003e \u003cp\u003eAnd the Directors.\u003c\/p\u003e \u003cp\u003eAnd the CEO.\u003c\/p\u003e \u003cp\u003eNext! Succession Planning.\u003c\/p\u003e \u003cp\u003eFinding That Perfect Director.\u003c\/p\u003e \u003cp\u003eIs the Strategy Still Valid?\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Other Committees to Have and to Avoid.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhere Have All of the Executive Committees Gone?\u003c\/p\u003e \u003cp\u003eReemergence of Finance Committees.\u003c\/p\u003e \u003cp\u003eWhen Public Policy, Safety, and Research Are Drivers.\u003c\/p\u003e \u003cp\u003eAddressing Special Occasions.\u003c\/p\u003e \u003cp\u003ePART III: GOVERNANCE FACTOR III.\u003c\/p\u003e \u003cp\u003eInsist on High Standards.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Hard Work of Building Corporate Values.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat We Stand For: Statement of Corporate Values.\u003c\/p\u003e \u003cp\u003eEstablishing Behavioral Boundaries.\u003c\/p\u003e \u003cp\u003eReporting Bad Behaviors.\u003c\/p\u003e \u003cp\u003eRewarding the Good.\u003c\/p\u003e \u003cp\u003eLearning to Communicate Openly.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Healthy Board Dynamics.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeciding Who We Are and How We Will Operate.\u003c\/p\u003e \u003cp\u003eCoveted Culture.\u003c\/p\u003e \u003cp\u003eWanting to Be Engaged.\u003c\/p\u003e \u003cp\u003eInformed and Proud of It.\u003c\/p\u003e \u003cp\u003eIn the Spirit of Independence.\u003c\/p\u003e \u003cp\u003eTalking Frankly: Executive Sessions.\u003c\/p\u003e \u003cp\u003eBalance the Board.\u003c\/p\u003e \u003cp\u003eInsist on the Best and the Brightest.\u003c\/p\u003e \u003cp\u003eFinal Decision.\u003c\/p\u003e \u003cp\u003ePART IV: GOVERNANCE FACTOR IV.\u003c\/p\u003e \u003cp\u003eLet Them Know You Are Watching.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Art of Oversight.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Perspective: Monitoring Operations.\u003c\/p\u003e \u003cp\u003eRisk Perspective: Monitoring Threats and Dangers.\u003c\/p\u003e \u003cp\u003eCompliance Perspective: Monitoring Management.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Hostile Activities.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRepelling Sharks.\u003c\/p\u003e \u003cp\u003eStaggering Boards.\u003c\/p\u003e \u003cp\u003eIngesting Poison Pills.\u003c\/p\u003e \u003cp\u003eVoting Confidentially.\u003c\/p\u003e \u003cp\u003eAntishareholder Provisions.\u003c\/p\u003e \u003cp\u003ePART V: GOVERNANCE FACTOR V.\u003c\/p\u003e \u003cp\u003eCommunicating Clearly.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Speaking to the Crowd.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImportance of Managing Integrity.\u003c\/p\u003e \u003cp\u003eDisclosing Operating Weakness.\u003c\/p\u003e \u003cp\u003eResponding to Regulatory Scrutiny.\u003c\/p\u003e \u003cp\u003eShareholder Activists: The Emerging Marker.\u003c\/p\u003e \u003cp\u003eWhat Not to Do.\u003c\/p\u003e \u003cp\u003eDamage Control.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Required Communications.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerfecting Event Reporting.\u003c\/p\u003e \u003cp\u003eOther New Reporting Requirements.\u003c\/p\u003e \u003cp\u003eOTHER USEFUL ADVICE AND CONCLUSIONS.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Big Money, Little Money, No Money.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Moneymakers.\u003c\/p\u003e \u003cp\u003eNot-for-Profit Boards.\u003c\/p\u003e \u003cp\u003eServing on Advisory Boards.\u003c\/p\u003e \u003cp\u003eA Word about Small Public Companies.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: A Call to Service.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix  A: GMI Corporate Governance Ratings.\u003c\/p\u003e \u003cp\u003eAppendix B: General Motors Corporation: Audit Committee of the Board of Directors Charter.\u003c\/p\u003e \u003cp\u003eAppendix  C: Board Evaluation Tool: NACD Sample Board Self-Assessment Questionnaire.\u003c\/p\u003e \u003cp\u003eAppendix  D: Champion Enterprises, Inc. CEO Evaluation.\u003c\/p\u003e \u003cp\u003eAppendix  E: Statement of Values: Johnson \u0026amp; Johnson Credo.\u003c\/p\u003e \u003cp\u003eAppendix F: TIAA-CREF Principles for Fund Governance and Practices.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e SCOTT GREEN, CPA, is the Compliance Director for Weil, Gotshal and Manges (one of the largest law firms in the world), and has nearly twenty years of experience in the related fields of corporate governance, management controls, finance, and accounting. He is a graduate of the University of Idaho and Harvard Business School. A sought-after speaker and expert on Sarbanes-Oxley, Green has written numerous articles published in professional journals. He authored Manager's Guide to the Sarbanes-Oxley Act: Improving Internal Controls to Prevent Fraud, also published by Wiley.   If you're a sitting or prospective board member of a corporation, how can you ensure that you and other directors are in compliance with Sarbanes-Oxley and other regulatory requirements? How can you maximize your contribution to the board and the company, and minimize your risk as a board member?  \u003cp\u003eServing on the board of directors of a company is a tremendous honor, but now it's also a tremendous responsibility. Due to legislation and regulations stemming from corporate fraud at Enron, WorldCom, and other companies, board members are now under scrutiny—particularly their role in the oversight of financial reporting and corporate governance practices. Board members must be informed and engaged. Directors are charged to represent the interest of the company's shareholders. Failure can result in damage to a person's reputation and personal liability. The risks are not limited to directors of large public companies. Recent legislation applies to publicly held companies, but not-for-profit entities and other companies are increasingly held to similar standards.\u003c\/p\u003e \u003cp\u003eSarbanes-Oxley and the Board of Directors is a practical, down-to-earth guide for board members. It covers everything from board basics to compliance with regulations . . . from corporate culture and values to assessing and reacting to hostile shareholder activities.\u003c\/p\u003e \u003cp\u003eComplete with real-world examples, vignettes, case studies, and other information, this guide helps board members, CEOs, CFOs, and others understand their responsibilities and potential liabilities and implement effective corporate governance. It covers:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eBuilding a strong framework for effective governance\u003c\/li\u003e \u003cli\u003eWays to protect board members (including an analysis of the strengths and weaknesses of indemnity and insurance protections)\u003c\/li\u003e \u003cli\u003eBoard committees—ones to have and ones to avoid\u003c\/li\u003e \u003cli\u003eEstablishing high standards and healthy board dynamics\u003c\/li\u003e \u003cli\u003eSpecific guidance for effective corporate oversight and communications\u003c\/li\u003e \u003cli\u003eRed flags that signal the need for prompt investigation and action\u003c\/li\u003e \u003cli\u003eSpecific issues faced by not-for-profit boards, advisory boards, and boards of small public companies\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eSarbanes-Oxley and the Board of Directors also includes proven best practices from preeminent companies that can serve as benchmarks and models for evaluating and strengthening corporate governance. It gives directors the knowledge, techniques, and tools to serve the company and its stockholders well.\u003c\/p\u003e  Praise for Sarbanes-Oxley and the Board of Directors  \u003cp\u003e\"Scott Green provides a comprehensive approach to board oversight that is on point, tackles the most controversial board issues of our day, and provides sound advice. Wise directors will read this book.\"\u003cbr\u003e —Jim Balsillie, Chairman, Research In Motion\u003c\/p\u003e \u003cp\u003e\"Scott helped our board to develop clarity of purpose, redefine its goals, and implement a structure that supports our objectives. The transformation resulted in a dynamic, productive, and engaged board. While relevant to public boards, I highly recommend this book for directors serving not-for-profit organizations as well.\"\u003cbr\u003e —Harold C. Gibson, Jr., Executive Director University of Idaho Alumni Association\u003c\/p\u003e \u003cp\u003e\"To be effective, boards of directors need timely, accurate, and relevant information derived from reliable processes. Scott's focus on process has helped us deliver information to our board in a more efficient manner.\"\u003cbr\u003e —Aimee Boden, Executive Director Randall's Island Sports Foundation, New York, New York\u003c\/p\u003e \u003cp\u003e\"Scott Green has enlightened all of us who serve or would like to serve on a board of directors. The prestige of serving on a board is clearly apparent, while the risks are often downplayed and rarely visible. He has succeeded in providing much-needed illumination in a very hands-on document that we will all benefit from reading.\"\u003cbr\u003e —Herman A. Berliner, PhD, Provost and Senior Vice President for Academic Affairs, Hofstra University\u003c\/p\u003e \u003cp\u003e\"A more thoughtful search process, such as the methodology recommended in Scott's book, will result in a more cohesive and effective board that truly is a competitive asset for the company.\"\u003cbr\u003e —Julie Hembrock Daum, Practice Leader North American Board Services, Spencer Stuart\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989987705061,"sku":"NP9780471736080","price":120.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471736080.jpg?v=1761786118","url":"https:\/\/k12savings.com\/products\/sarbanes-oxley-and-the-board-of-directors-isbn-9780471736080","provider":"K12savings","version":"1.0","type":"link"}