UK Companies Need More Effective Boards Of Directors Reading Answers
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This article contains the UK Companies Need More Effective Boards Of Directors reading answers.
UK Companies Need More Effective Boards Of Directors is a real Reading test passage that appeared in the IELTS.
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UK Companies Need More Effective Boards Of Directors
You should spend about 20 minutes on Questions 1-13, which are based on the Reading Passage below. Find the practice test with the UK Companies Need More Effective Boards Of Directors PDF here.
Answers
| Question number | Answer | Keywords | Location of keywords |
|---|---|---|---|
| 1 | iv | Governments, regulators, central banks and auditors have all been in the frame. The role of bank directors and management and their widely publicized failures have been extensively picked over and examined in reports, inquiries and commentaries. | Paragraph A;
Last line |
| 2 | ii | The knock-on of this scrutiny has been to make the governance of companies in general an issue of intense public debate and has significantly increased the pressures on, and the responsibilities of, directors | Paragraph B;
Line 1 |
| 3 | vi | can mean that the board as a whole is less involved in fully addressing some of the most important issues. | Paragraph C;
Line 1 |
| 4 | viii | A radical solution, which may work for some very large companies whose businesses are extensive and complex, is the professional board, whose members would work up to three or four days a week, supported by their own dedicated staff and advisers. | Paragraph D;
Line 1 |
| 5 | vii | One of the main criticisms of boards and their directors is that they do not focus sufficiently on longer-term matters of strategy, sustainability and governance, but instead concentrate too much on short-term financial metrics. | Paragraph E;
Line 1 |
| 6 | i | Compensation for chief executives has become a combat zone where pitched battles between investors, management and board members are fought, | Paragraph F;
Line 1 |
| 7 | iii | Boards of companies in all sectors will need to widen their perspective to encompass these issues and this may involve a realignment of corporate goals | Paragraph G;
Line 3 |
| 8 | YES | Following the 2008 financial meltdown, which resulted in a deeper and more prolonged period of economic downturn than anyone expected, the search for explanations in the many posts – of the crisis has meant blame has been spread far and wide | Paragraph A;
Line 3 |
| 9 | NOT GIVEN | – | – |
| 10 | NO | Often, board business is devolved to committees in order to cope with the workload, which may be more efficient but can mean that the board as a whole is less involved in fully addressing some of the most important issues. | Paragraph C;
Line 1 |
| 11 | NO | this structure would not be appropriate for all companies | Paragraph D;
Line 3 |
| 12 | information | the executives had access to information that part-time non-executive directors lacked, leaving the latter unable to comprehend or anticipate the 2008 crash. | Paragraph D;
Last line |
| 13 | financial | One of the main criticisms of boards and their directors is that they do not focus sufficiently on longer-term matters of strategy, sustainability and governance, but instead concentrate too much on short-term financial metrics. | Paragraph E;
Line 1 |
| 14 | shareholders/investors | shareholders use their muscle in the area of pay to pressure boards to remove underperforming chief executives. | Paragraph F;
Line 2 |
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