ETHICS, LAW, & JUSTICE
Module ELJ-1: Facing the Ethical and Legal Issues of Board Activities
Occasionally the ethics of a situation surpasses the constraints of legal governance. We examine the issue of ethics and ethical codes by investigating core ethical conflicts and legal issues and ethical versus legal Decision-Making. We also examine the value of promoting ethical principles and consider how best to respond to alleged unethical complaints.
Module ELJ-2: Navigating the Pitfalls and Tarpits of A Global Business Code of Conduct
Although fundamentally a commercial venture, globalization impacts the internal security and viability of the United States. We examine the impact of globalization on the internal security and viability of companies and explore how it confronts many different business codes of conduct. We also examine how the divergent social values impact the governing codes of conduct of competing companies and explore how globalization impacts the strategies and plans for international expansion.
Module ELJ-3: Overcoming the Group-Think Tragedy Through Social Justice
While on one hand the valuable contribution of individuals can be lost in hesitation, on the other a strong Director may lead an entire Board astray. Exploring potent ways to move from conflict to productivity and leverage the results to facilitate Board development, we identify potent ways to guide collective behavior while reducing the emergence of crowd behavior and separating decision making from conclusion building.
Module ELJ-4: Achieving Consistency in Thought and Action to Build Board Success
Technology is paradoxical. While improving the mastery of time by empowering Boards in action, technology also fragments cooperation, reduces focus on objectives, and otherwise adds layers of administrative complexity. Returning to the basics of Board success by examining the issues of technology in the Boardroom, we examine the myths of superior management by (a) aligning Board beliefs with social reality, (b) shattering traditional comfort zones to leap-frog failure and (c) living values to achieve consistency in thought and action in spite of technology.
Module ELJ-5: Fulfilling Fiduciary Responsibilities of Board Membership
A fiduciary relationship is best characterized by mutual trust and justice. Examining the issue of Board worthiness and the prerequisites of new Directors, we review the essentials of constructive communications, relationships with audit committees, problems of compensation, steps to Board worthiness, risks, ethics and morals, evaluations of CEOs, and related topics.
Module ELJ-6: Managing Information Resources, Technologies, and Plans
2010 is not 1980! Informed and innovative Directors understand how to employ a host of Information Technologies to enable leading business practices and gain competitive leverage in a fierce market economy. Exploring the reality of Information Technology as a strategic resource, we examine the gap between I/T in organizations and Boardrooms. We examine the risks of enterprise solutions, the problems of security and safety, and the minefield of Outsourcing, or Off-Shoring, and its significance to our corporate vision and bottom-line. We also examine the future of I/T, the measurement of benefits, and problems of power and responsibility in I/T strategic planning.
Module ELJ-7: Assessing the Board’s Potential to Remain Relevant
Occasionally Boards use inappropriate techniques. Using advanced techniques of systems management, we expand the opportunity for Board relevance. We leverage key advantages, identify constraints, and evaluate the potential to remain relevant by building an environment for success.