Roles of Board of Directors in Stevenson Industries

The assignment content discusses the roles of the board of directors in Stevenson Industries, which include establishing vision, mission, and values, planning for future development, determining company goals, setting strategies, monitoring criteria, communicating with senior management, and acting as stakeholders. The board has performed well by conducting a debate to correctify the current situation related to leadership goals, focusing on making right products, technology, and customer service, and improving financial performance through an aggressive leader strategy.

1. What are the roles of the board of directors in Stevenson Industries?
The roles of the board of directors in Stevenson industry are to establish vision, mission
and values for the industry. They plan up and pace for the development of industry in future as
well as the current position. They determine and review the goals of the company. They are
responsible for determining the policies of the company. They set the strategies for the future
targets and amendments. They monitor the criteria so as to be used by the board members. They
are responsible for communicating with the senior management. They are known to act in place
of stakeholders, they are responsible for the current affairs of the business. Their vision is to
achieve an average annual return to the stakeholder. They are the one who plans to exceed the
annual sales. They try to become the supplier for low cost by reducing the operating expenses.
They strategies to plan operating expenses. They are the members who are responsible for the
developmental growth of the business. They all do this by developing their product, handling
licensing and marketing agreements and many other joint ventures. They spend a long time on
the management and also the query's among the other board members are directed. They also
built product division. Acquisition, sales and direct investment assets are also handled by the
board of directors. Board members strategies for domestic marketing and international
marketing. Strengths, threats and future opportunities and goals are all planned and executed by
them. They monitor and evaluate appropriate information for the industry.
2. How well has the Stevenson board of directors performed in this situation?
The board of directors of Stevenson industry conducted a debate so as to correctify the
current situation related to leadership goals. The Stevenson’s industry was not getting positive
feedback from their owners. They focused on making the very much right products to meet the
customers need. They focused on technology and right customer service; the industry just needed

to be fine-tuned. They were finding top visionary leaders amongst the loyal past employees. The
opinions were very different from every member of boards but they all emphasized on the basic
and important requirements of the industry. The board members approved to improve the
financial performance; they concluded the need of an aggressive leader to make up a strategy for
sustained shareholders. The search committee also worked with an independent work consultant.
An independent executive assessment was done on psychological evaluation. Members were not
acting cohesively. The whole board involvement was a positive sigh in the strategy formation.
They talked about many issues related to the flexible work schedule, informal dress in summer,
working hours and any of the board member can hold up decisions. Simon eliminated much of
the bureaucracy, changes the business process such as order fulfillment, customer service and
product development processes to introduce some positive aspects. The psychological and
behavioral evaluation was also the basis of management. More logically and analytically the
problems were solved that too in an orderly manner. Strong communication skills are to be
improvised amongst the board of members. Every board member took part and performed well
in this situation by putting up their views and thinking of the industry’s status.