Heavy Engineering Company

John Smithson

Chapter 6 in The Role of the Non-Executive Director in the Small to Medium-Sized Business, 2004, pp 108-115 from Palgrave Macmillan

Abstract: Abstract This case is an excellent illustration of what a non-executive director of an SME may unwittingly be letting himself in for. The director was relatively ‘new to the game’ and had previously had three non-executive appointments over a period of some two years. These had been in relatively straightforward circumstances (a new start, a management buy-out, and a re-investment) and the course they had run had also been relatively straightforward even if not always entirely predictable. The case described here, however, cannot remotely be described as either straightforward or predictable.

Keywords: Management Control System; Management Buyout; Production People; Interpersonal Awareness; Executive Chairman (search for similar items in EconPapers)
Date: 2004
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-9005-1_7

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DOI: 10.1057/9781403990051_7

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