Corporate governance : power, duties, responsibilities and functions of the board : practical guidelines for Agricol Beherend Limited

Giani, Anton Louis (2004-12)

Thesis (MBA)--Stellenbosch University, 2004.

Thesis

ENGLISH ABSTRACT: Corporate governance has become the latest business "buzz-word" during the last number of years. It is almost being used as an excuse for too many things that go wrong with, or within, companies. However, the word is not going to disappear from business lexicon, it has come to stay. Too many companies and investors have suffered due to the greed of individuals, appointed to lead and manage the business that have misused their position of trust and enriched themselves in many ways. This could have been brought about by many reasons: • Directors who have not been trained properly for their fiduciary duties and other duties and responsibilities. • Directors who have not been evaluated on their performance as a board or individually. • No formal governance structures within the organisation. • No culture of accountability within the organisation. • Simple greed. This study concentrates on some of the literature, ranging from the Cadbury report released in 1992, the OECD principles and international trends, to the South African King II Report, released in 2002. From the literature, and the recommendations from it, there can be no doubt that the pressure to improve governance structures will become fiercer around the globe. Investors are taking it seriously and are willing to pay a premium for shares in a properly governed enterprise. Directors will have to sharpen their skills in being the primary instrument in preventing further corporate scandals. The importance of their accountability towards the company will be measured when board evaluation no longer is an exception, but the rule, in creating effective boards. Agricol Beherend Limited should be no exception. Although not required to formally comply with the recommendations of the King II Code, it can only be advantageous in striving to long-term sustainability. It is further concluded that entrepreneurship is at the heart of capitalistic society, the sphere in which businesses operate in creating wealth for their investors. This is where the influence and leadership abilities of non-executives play a vital role in creating the environment and culture for enterprises to flourish in. They have to determine the equilibrium between conformance and performance in keeping the entrepreneurial spirit alive, yet complying with best practice principles of corporate governance.

AFRIKAANSE OPSOMMING: Korporatiewe bestuur, of beheer, het oor die laaste aantal jare die nuutste gebruikswoorde in die besigheidsomgewing geword. Dit word feitlik as verskoning gebruik vir alles wat met, of binne-in, organisasies verkeerd loop. Desnieteenstaande, die woorde gaan nie van die algemene besigheidsspreektaal verdwyn nie, dit het gekom om te bly. Te veel maatskappye en beleggers het gely onder die hebsug van individue wat aangestel is om maatskappye te lei en te bestuur, maar wat hulle vertrouensposisie misbruik het om hulself op verskeie maniere te verryk. Dit kon deur 'n verskeidenheid van redes teweeggebring gewees het: • Direkteure wat nie behoorlik opgelei is in hulle fudisiëre pligte, asook ander pligte en verantwoordelikhede nie. • Direkteure wat nie behoorlik geëvalueer is op hulle prestasie as 'n raad of op individuele basis nie. • Geen behoorlike formele korporatiewe bestuursstrukture binne die maatskappy nie. • Geen kultuur van verantwoording binne die maatskappy nie. • Eenvoudige hebsug. Die studie konsentreer op sekere gedeeltes van die literatuur wat strek van die Cadbury verslag wat in1992 vrygestel is, die OECD beginsels en internasionale tendense, tot by die Suid-Afrikaanse King II verslag wat in 2002 verskyn het. Uit die literatuur, en die aanbevelings daarin vervat, kan daar geen twyfel wees dat die druk om korporatiewe beheerstrukture te verbeter in die toekoms, wêreldwyd, slegs groter sal word nie. Beleggers is besig om ernstig daarna op te let en is selfs bereid om 'n premie te betaal vir aandele in 'n organisasie wat behoorlike korporatiewe bestuur toepas. Direkteure sal hulle vaardighede moet opknap, aangesien hulle die primêre instrument is om verdere korporatiewe skandale te voorkom. Die belangrikheid van hulle verantwoording teenoor die maatskappy sal gemeet word wanneer die evaluering van direksies nie meer die uitsondering is nie, maar die reël, in die samestelling van effektiewe direksies. Agricol Beherend Beperk behoort geen uitsondering te wees nie. Alhoewel dit nie verlang word om formeel aan die aanbevelings van die King II Kode te voldoen nie, kan dit slegs tot voordeel wees in die strewe na langtermyn volhoubaarheid. Die verdere gevolgtrekking is dat entrepreneurskap die kern vorm van 'n kapitalistiese bestel, die ruimte waarin besighede opereer om welvaart vir beleggers te skep. Dit is waar die invloed en leierskapsvaardighede van nie-uitvoerende direkteure 'n belangrike rol speel in die skepping van 'n omgewing en kultuur waarbinne besighede kan floreer. Hulle moet die ekwilibrium bepaal tussen voldoening en prestasie, deur 'n gees van entrepreneurskap, terwyl daar voldoen word aan beste korporatiewe bestuursbeginsels.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/49896
This item appears in the following collections: