{"title":"密切关注 \"流程委员会成员 \"造成的延误","authors":"","doi":"10.1002/ban.31735","DOIUrl":null,"url":null,"abstract":"<p>Does your board have one or two people who routinely delay major decisions due to insufficient information, leading to grumbling from the rest of the board, executive leadership and staff? If so, your board chair is failing in their duty to corral these unnecessary impediments and keep things on track, according to Eugene Fram, professor emeritus at Saunders College of Business at the Rochester Institute of Technology.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"41 2","pages":"8"},"PeriodicalIF":0.0000,"publicationDate":"2024-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Keep close tabs on delays due to ‘process board members’\",\"authors\":\"\",\"doi\":\"10.1002/ban.31735\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Does your board have one or two people who routinely delay major decisions due to insufficient information, leading to grumbling from the rest of the board, executive leadership and staff? If so, your board chair is failing in their duty to corral these unnecessary impediments and keep things on track, according to Eugene Fram, professor emeritus at Saunders College of Business at the Rochester Institute of Technology.</p>\",\"PeriodicalId\":100192,\"journal\":{\"name\":\"Board & Administrator for Administrators Only\",\"volume\":\"41 2\",\"pages\":\"8\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2024-09-03\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Board & Administrator for Administrators Only\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/ban.31735\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Board & Administrator for Administrators Only","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/ban.31735","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Keep close tabs on delays due to ‘process board members’
Does your board have one or two people who routinely delay major decisions due to insufficient information, leading to grumbling from the rest of the board, executive leadership and staff? If so, your board chair is failing in their duty to corral these unnecessary impediments and keep things on track, according to Eugene Fram, professor emeritus at Saunders College of Business at the Rochester Institute of Technology.
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