Tiêu đề LECTURE NOTES - LESSON 1.docx ✅

IMPORTANT NOTE 1. Homework (superLMS + extra practice -> zalo) 2. Attendance 13h30 (vào trước 10p) Nghỉ (báo CS học bù) Interaction (guiding) - trên lớp: chatbox - zalo - question? problem READING PROBLEM ● strategy (làm matching heading bị chậm,T/F/NG,...) ● k hieur từ/ nhiều từ mới ● đọc chậm/ k nhớ cái mình đọc/ bị rối thông/ nhiều khi miss -> cấu trúc phức tạp, phải đọc nhiều lần ● chưa connect thông tin
LESSON 1 – READING – LINEAR THINKING (14H14) A viii, V,III,IV, vii B iv,III,II,VII, VIII. VI F I,VIII,VI,II,IV,v A. After a number of serious failures of governance (that is, how they are managed at the highest level), companies in Britain, as well as elsewhere, should consider radical changes to their directors’ roles. It is clear that the role of a board director today is not an easy one. Following the 2008 financial meltdown, which resulted in a deeper and more prolonged period of economic downturn than anyone expected, the search for explanations in the many post-mortems of the crisis has meant blame has been spread far and wide. Governments, regulators, central banks and auditors have all been in the frame. The role of bank directors and management and their widely publicised failures have been extensively picked over and examined in reports, inquiries and commentaries. ⇒ Main idea B. The knock-on effect of this scrutiny has been to make the governance of companies in general an issue of intense public debate and has significantly increased the pressures on, a responsibilities of, directors. At the simplest and most practical level, the time involved in fulfilling the demands of a board directorship has increased significantly, calling into question the effectiveness of the classic model of corporate governance by part-time, independent non-executive directors. Where once a board schedule may have consisted of between eight and ten meetings a year, in many companies the number of events requiring board input and
decisions has dramatically risen. Furthermore, the amount of reading and preparation required for each meeting is increasing. Agendas can become overloaded and this can mean the time for constructive debate must necessarily be restricted in favour of getting through the business. F. Compensation for chief executives has become a combat zone where pitched battles between investors, management and board members are fought, often behind closed doors but increasingly frequently in the full glare of press attention. Many would argue that this is in the interest of transparency and good governance as shareholders use their muscle in the area of pay to pressure boards to remove underperforming chief executives. Their powers to vote down executive remuneration policies increased when binding votes came into force. The chair of the remuneration committee can be an exposed and lonely role, as Alison Carnwath, chair of Barclays Bank’s remuneration committee, found when she had to resign, having been roundly criticised for trying to defend the enormous bonus to be paid to the chief executive; the irony being that she was widely understood to have spoken out against it in the privacy of the committee.
1. Practice – Apply Linear thinking List of Headings i Disputes over financial arrangements regarding senior managers ii The impact on companies of being subjected to close examination iii The possible need for fundamental change in every area of business iv Many external bodies being held responsible for problems v The falling number of board members with broad enough experience vi A risk that not all directors take part in solving major problems vii Boards not looking far enough ahead viii A proposal to change the way the board operates