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Answers for “UK companies need more effective boards of directors” with explanation

Answers for “UK companies need more effective boards of directors” with explanation

Answers Keywords Location Explanations
27.iv     the search for explanations in the many postmortems of the crisis has meant blame has been spread far and wide. Governments, regulators, central banks and auditors have all been in the frame.
  • Governments, regulators, central banks and auditors= external bodies
28.ii     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 pressure on, and the responsibilities of, directors.
  • Impact = effect
  • Close examination = scrutiny
29.vi     …….board business is devolved to committees in order to cope with the workload, which may be more efficient but can mean that the board as a whole is less involved in fully addressing some of the most important issues.
  • take part in = to be involved in
  • Solve major problems = address important issues
30.viii     A radical solution, which may work for some very large companies whose businesses are extensive and complex, is the professional board, whose members would work up to three or four days a week, supported by their own dedicated staff and advisors.
  • solution, which may work= proposal
31.vii     One of the main criticisms of boards and their directors is that they do not focus sufficiently on longer-term matters of strategy, sustainability, and governance.
  • they donot focus= not look
  • far enough= long-term
32.i     Compensation for chief executive has become a combat zone where pitched battles between investors, management and board members are fought,
  • combat zone= dispute area
  • compensation = financial arrangement
33.iii     Boards of companies in all sectors will need to widen their perspective to encompass these issues and this may involve a realignment of corporate goals.
  • realignment= change
  • all sector= every areas
34.YES close scrutiny, behaviour of boards,  paragraph A, last sentence The role of bank directors and management and their widely publicized failures have been extensively picked over and examined in reports, inquiries and commentaries.
35.NOT GIVEN banks, mismanaged   No information given.
36.NO Board meetings, debate matters paragraph B, lines 10-12 Agendas can become overloaded and this can mean the time for constructive debate must necessarily be restricted in favor of getting through the business.
 37.NO committee structure, significant issues paragraph C lines 1-2 Often, board business is developed to committees in order to cope with the workload, which may be more efficient but can mean that the board as a whole is less involved in fully addressing some of the most important issues.
  • less involved = not fully informed
 38.information before 2008, non-executive directors paragraph D, lines 10-11 However…………….where the executives had access to information that part-time non-executive directors lacked, leaving the latter unable to comprehend or anticipate the 2008 crash.
 39.financial boards, emphasize,  of short-term relevance Paragraph E, line 1-3 One of the main criticisms of …. ..but instead concentrate too much on short-term financial metrics.
  • concentrate= emphasize
 40.shareholders/ investors pay, board, accept, views of Paragraph f, line 4-6 Many would argue that …………..in the area of pay to pressure boards to remove……
  • use their muscle= use their power

 

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