Directors of state companies<\/p>\n
From Suara Karya<\/p>\n
The government's plan to overhaul the boards of directors of
\nstate-owned enterprises and their boards of commissioners,
\nreported in this paper in its April 25 issue, must be supported,
\nas long as this overhaul is not a means to accommodate the
\ninterests of political parties.<\/p>\n
To ensure that the new officials can perform their duties
\nproperly, I would like to propose the following:<\/p>\n
1. In conducting a fit and proper test, the principle of good
\ncorporate governance should be faithfully adhered to in order to
\nensure that the boards of directors\/commissioners would really be
\ncapable of leading the state enterprises concerned.<\/p>\n
2. Specifically with regard to the directors concerned with human
\nresources management, it is expected that they should possess the
\nfollowing attributes: good leadership mentality and competence in
\nhuman resources management. It is common practice that a human
\nresources director will deal with social problems (the system of
\nmanagement, the treatment of personnel, the development of human
\nresources and corporate governance).<\/p>\n
3. As a state-owned enterprise is a profit-making undertaking, it
\nis oriented to consumers. Therefore, the boards of directors must
\nbe able to involve themselves in interactive communications and
\nbe ready to serve the customers. This is a rare trait in most
\nmembers of the boards of directors -- on average aged 50 or above
\n-- as they have usually been groomed in the pattern of leadership
\nin the era of monopolies. It is important, therefore, to take
\ninto account their age.<\/p>\n
4. It is necessary for candidates hoping to become members of the
\nboards of directors to explain their vision and mission in the
\nface of the era of the liberalized market. They should also
\nexplain what changes they would introduce, particularly in
\nconnection with the present situation. They should also use
\naccurate figures when talking about the current state of state-
\nowned enterprises (human resources management, financial
\nsituation, production, marketing, logistics and so forth).
\nFailure to achieve real change in state-owned enterprises is
\nusually attributable to ignorance on the part of the boards of
\ndirectors about the prevailing situation.<\/p>\n
FAHERY PARBO<\/p>\n
Cilegon, Banten<\/p>", "url": "https:\/\/jawawa.id\/newsitem\/directors-of-state-companies-1447893297", "image": "" }, "sponsor": "Okusi Associates", "sponsor_url": "https:\/\/okusiassociates.com" }