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Should the board he involved in making out and performing the company strategies? This
question has attracted the attention of America and European companies during recent years. On one side, some managers and professionals believe that the members of the board have known their main duty as the representatives of shareholders and support from their benefits. Therefore, any deviation from doing the job should have been condemned. One the other side, others hold that the board should have an active role in the making out the company strategies in a large extent. They also state that the hoard, to do their job completely, need to have such a potential role.
It is a long time since the board are considered to be of no use in the process of the company progress. This essay paves the way for the hoard revival through having it involved in planning the strategic company orientations. According to the recent experiences, the companies, to change the board’s behaviour and the results of such a shift, should also propose eight rules for the effective involvement of the board in strategy and identify the scopes most cared by the hoard. It is expected that the application of these recommendations results in the consistent and systematic involvement of the hoard in strategic fields and consequently helps the companies to have effective performance.