The Director Within

In Rose Eichenbaum’s latest book on the confluence of art making and human expression, she sits down with thirty-five modern day storytellers—the directors of theater, film, and television. Eichenbaum’s subjects speak with revealing clarity about the entertainment industry, the role and life of the director, and how theatrical and cinematic storytelling impacts our culture and our lives. The Director Within includes interviews with Peter Bogdanovich (The Last Picture Show), Julie Taymor (The Lion King), Mel Brooks (Blazing Saddles), Tim Van Patten (The Sopranos, Boardwalk Empire), Hal Prince (The Phantom of the Opera), Barry Levinson (Rain Man), and many others. The interviews are skillfully crafted, sensitively executed, and brimming with honesty and insight. The accompanying portraits demonstrate Eichenbaum’s mastery of photography and convey the truth, depth, and intimacy of their subjects. The Director Within is an inspirational, informative, and entertaining resource for anyone interested in creativity, art making, and artistic collaboration. The book includes a listing of works from each of the directors.

Director in Action examines the career of Johnnie To, whose art-house action hits include A Hero Never Dies, The Longest Nite, Running out of Time, The Mission, PTU, Breaking News, Election, and Election 2. The author discusses the symbiotic relationship between director and genre, why To is regarded as an auteur, and the influence he has on the trajectory of the action genre in the Hong Kong cinema. The author's view is that To's idiosyncratic auteurist style transforms the generic conventions under which he is compelled to work, and that there is a discernible element of experimentalism in his most outstanding films. In addition, To modulates the film noir form to suit his local contexts, characters and locations, to create a highly personalized noir cinema in post-1997 Hong Kong.

Things will always go wrong in organisations. The question is how quickly will they get caught and put right? The problem facing every organisation today – our businesses, universities, health services, or the many other sporting and charitable institutions that shape our society – is that the relationship between their executive management and those whose job it is to oversee them (whether they are called non-executive or independent directors, trustees, or governors) has become unbalanced. The Independent Director in Society shows how to rebalance it. Based on original, in-depth research from Henley Business School, this is the first book to survey and analyse the governance crisis right across society rather than just focus upon the business sector. The authors show that – despite their many differences – all organisations have many issues, behaviours and problems in common. The same problems require, in many cases, the same solutions. Sometimes they don’t. The authors offer two answers. The first lies in the realm of policy. Not a need for more legislation, but a move to give the existing codes of practice back their teeth and make them fit for purpose. The second lies with independent directors themselves. Urgent improvement is needed in standards of thought and action as well as the calibre of these directors. Above all, directors need to develop an independent mindset that will enable them to make better, more accurate decisions. There are many elements to creating this culture, including selection, training and education for directors, and support from chairs and executive teams, but most of all directors themselves must recognise their responsibilities in a complex and volatile world.

The contribution of a good non-Executive Director can make a huge difference to a small to medium sized business. But who should fulfil the role? Someone steeped in the culture and methods of a large corporation may not be able to make a valuable contribution to the governance of a small company. If someone already has a job, will they have time to do the role justice? This book addresses the question of what the input of the non-Executive Director should be and how their strengths can best be accessed and applied. The result is a well-researched yet personal discussion of what is entailed, in theory and in practice, in the role of the non-Executive Director.