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Since the mid-1980s two crises have overtaken governance of the American corporation - the loss of competitiveness in the 1980s and the loss of investor trust in financial management in the late 1990s. This book proposes specific changes in conduct to resolve these crises, principally by putting the board of directors in charge of management. This detailed analysis and critique of performance of current governance specifies reforms that will make that possible. The reforms are tightly connected to the authors' analysis of the causes of breakdowns in the largest corporations in which management has been subject to criminal and civil investigation.
"The author's guidance is backed up by research and hundreds of interviews - information that everyone in business can use: senior executives get the tools to create and sustain effective boards; management gets a clear understanding of good corporate governance; directors get essential information on how to optimize their roles; employees get an accurate reading on the health of their company; and investors get a critical benchmark for evaluating a company."--BOOK JACKET.
The California youth corrections system is undergoing the most sweeping transformation in its 154-year history. The extraordinary nature of this change is revealed by the striking decline in the state’s youth incarceration rate. In 1996, with 10,000 youth confined in 11 state-run correctional facilities, California boasted the nation’s third highest youth incarceration rate. Now, with only 800 youth remaining in a system comprised of just three institutions, California has one of the nation’s lowest youth incarceration rate. How did such unprecedented changes occur and what were the crucial conditions that produced them? Daniel E. Macallair answers these questions through an examination of the California youth corrections system’s origins and evolution, and the patterns and practices that ultimately led to its demise. Beginning in the 19th century, California followed national juvenile justice trends by consigning abused, neglected, and delinquent youth to congregate care institutions known as reform schools. These institutions were characterized by their emphasis on regimentation, rigid structure, and harsh discipline. Behind the walls of these institutions, children and youth, who ranged in age from eight to 21, were subjected to unspeakable cruelties. Despite frequent public outcry, life in California reform schools changed little from the opening of the San Francisco Industrial School in 1859 to the dissolution of the California Youth Authority (CYA) in 2005. By embracing popular national trends at various times, California encapsulates much of the history of youth corrections in the United States. The California story is exceptional since the state often assumed a leadership role in adopting innovative policies intended to improve institutional treatment. The California juvenile justice system stands at the threshold of a new era as it transitions from a 19th century state-centered institutional model to a decentralized structure built around localized services delivered at the county level. After the Doors Were Locked is the first to chronicle the unique history of youth corrections and institutional care in California and analyze the origins of today’s reform efforts. This book offers valuable information and guidance to current and future generations of policy makers, administrators, judges, advocates, students and scholars.
When the Pot Boils examines the decline and near bankruptcy of Drexel University in the late 1980s and early 1990s and its subsequent dramatic turnaround. David A. Paul provides an in-depth analysis of the multiple factors that contributed to this process, including the role of the market, the academic culture, corporate governance, and key leaders of the institution. Drexel's story of decline through years of student protests, faculty conflicts, a destructive labor strike, and two failed presidencies is a parable of failed corporate governance and a warning of the challenges to colleges and universities in the increasingly competitive world of higher education. Paul argues that for schools facing financial difficulties, retrenchment strategies must be set aside in favor of the more difficult task of developing organizational missions and programs that matter in the marketplace.
Includes proceedings of the association's annual convention.