Abstract
The director's role in a troubled company is very different from that of a director of a healthy business. Marks shows how the director in a troubled company assumes a larger role in managing the company's affairs—meeting with lenders, suppliers, customers, employees, and shareholders. A director can lend significant objectivity during the development of a turnaround game plan through his or her independence, broad business skills, experience. The director must evaluate top management and intiate a change if required.
- © 2002 Pageant Media Ltd
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