APPLIES TO ACADEMIC YEAR 2014/2015

ELE 3737 Board room work

Responsible for the course
Benedicte Brøgger, Frode Solberg

Department
Department of Innovation and Economic Organisation

Term
According to study plan

ECTS Credits
7,5

Language of instruction
Norwegian

Introduction
The course will cover central problems and theories related to holding board positions in the private and public sectors, as well as in NGOs and committees. An understanding of the correlation between the enterprise’s or organization’s goal and its management system is a vital element in this course. Emphasis will be placed on the practical organising and processes in the boardroom.

Learning outcome
Acquired knowledge

• knowledge of the main laws and external conditions that boards and committees must relate to.
• central principles for financial management, communication and decision making processes
• knowledge of central board and governance theories.

• Ability to facilitate discussions to reach a conclusion
• Develop methods for interaction between the general manager and the board
• Develop methods for controlling the result of decisions performed by the management
• Develop systems for building networks and alliances

• Be conscious of the role and responsibility of board or committee members.
• Respect for the role of the CEO
• Respect the responsibility of the board toward the company/organization and all shareholders
• Be conscious of other stakeholders who are affected by the board decisions.

• Formal laws, statutes, regulations and decrees that are important for board and committee work and for each member’s responsibility and authority.
• The Limited Companies Act of 1997
• The Brønnøysund Register: formal registration and reporting obligation
• The board’s responsibility for developing the organization’s overall management tools, the relationship with the outside world, networks and internal and external communication
• Theoretical perspectives on board work
• The board’s responsibility in relation to the finance and accounting functions.
• The board’s tasks seen from the owners’, company’s and members’ perspectives
• Division of responsibilities between owners, board and company management. Role conflicts
• Cooperation between board, committee and general management
• Formal structure and informal interaction
• The board and situational circumstances
• Evaluation of the work of the board and committee.