Kavanaugh v. Gould

147 A.D. 281, 131 N.Y.S. 1059, 1911 N.Y. App. Div. LEXIS 2873
CourtAppellate Division of the Supreme Court of the State of New York
DecidedNovember 15, 1911
StatusPublished
Cited by11 cases

This text of 147 A.D. 281 (Kavanaugh v. Gould) is published on Counsel Stack Legal Research, covering Appellate Division of the Supreme Court of the State of New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Kavanaugh v. Gould, 147 A.D. 281, 131 N.Y.S. 1059, 1911 N.Y. App. Div. LEXIS 2873 (N.Y. Ct. App. 1911).

Opinions

Smith, P. J.:

In Cassidy v. Uhlmann (170 N. Y. 505) the opinion in part reads: “The board of directors of a bank has the general superintendence and active management of all its concerns, and, for all practical purposes, the board is the corporation. As a‘ general rule a board of directors must act as a board. But, since directors do not exercise a delegated authority in the sense which applies to other officers and agents, it is clear that a board of directors may delegate some of its powers to committees and -.individuals selected from the board. This is common practice in the management of banks as well as other corporations. Since a board of bank directors is composed of individuals it is manifest that each director sustains a distinct relation, not only to his bank, but to its stockholders and depositors. For obvious reasons the duties which attach to this relation cannot be precisely defined. They cannot be the same under all circumstances; nor can they be imposed with unvarying exactness upon all directors alike, ” By the evidence of. the plaintiff’s witness Krech it appears to be the custom of banks in New York city to intrust to the executive committee of the board the supervision of the detail management of the corporation,; The directors generally not upon the executive, committee are not sunnosed to have knowledge of the details of the business-managernent of the corporation which are not submitted—to—them.' In other words, it is not their custom to actively search the individual transactions- in a bank that they may "learn the responsibility of its debtors, or the nature or value of the collateral. This they intrust, first, to the executive officers of the bank, who are carefully chosen and paid for their services; secondly, to the supervision of the executive committee of their body, which is chosen with a special reference to this duty, and to which committee must be reported weekly all the transactions of the hank.

This custom, however does not relieve directors generally of all responsibility. If the by laws require monthly meetings tií^mustlñake diligent effort to be present thereat. They must give their best efforts to advance the interest of the corporation, both by advice and counsel and by active work on behalf of the corporation when such work may be assigned to [289]*289them. If at their meetings, or otherwise, information should come to them of irregularly in the proceedings of the hank they are hound to take steps to correct those irregularities. Tire law has no place for dummy directors. They are bound generally to use every effort that a prudent business man would use in supervising his own affairs, with the right, however, ordinarily to rely upon the vigilance of the executive committee to ascertain and report any irregularity or improvident acts in its management. And this custom is but the outgrowth of the necessities of the situation. In the first place it is not a practical proposition to commit the supervision of the details to twenty-five men. A smaller number would do the work more efficiently. Responsibility would be greater because not so scattered. Again, business men of New York are probably the busiest men in the world. They have large business enterprises in which their first interest lies and to which their first duty belongs. Most of them are directors of more than one corporation, and some of them of many. If they are compelled to supervise the detail management of each corporation in which they are directors, or if they are deemed to have constructive knowledge of such facts as would be acquired by such supervision, it would be wholly impossible for them to accept such a trust. They cannot give the time to watch the small every-day transactions of the corporation, and if chargeable with such knowledge as would be acquired therefrom the risk is too great for them to run. They are then in effect made answerable for the neglect of the executive committee to which is given this duty of supervision. Plaintiff’s contention is that they must not then accept the position of director. .The obvious answer to this contention is that the corporation cannot afford to tose them. One of the best assets of a corporation is the advice and assistance of men of business experience and of large business connections upon its board. Their advice and assistance are of . inestimable value in all emergencies and in determining the policies of the corporations and in counsel upon the more important questions that arise. Any construction of the law that would make it impossible for such men to accept positions upoh various boards of directors would [290]*290seriously impair both the effectiveness and stability of corporations, in fact be little less than calamitous, But "plaintiff contends further that this rule of responsibility leaves the stockholder at the mercy of the executive officers of the corporation. Not at all. To the members of the executive committee is assigned the duty of detail supervision. With this duty they are bound to be on their guard to detect any irregularities or improvident acts on the part of the executive officers.' They are required to scan critically the detailed reports which are made to them by such officers. Thepliljgence_requ-ired-.of-.them is.-therefore., greater, a,nd__the rule of their-liability more, strict- than that--of.-a-d-i-rec-for._not a mpmber of_.that„committe.e, for_to_ them-not._only do the stockholders look for protection, but the directors themselves. and-u-pou-tbeir fidelity to thei-r -commission alb partiesjmust rely. Moreover, twice each year an expert examination is made of the condition of the trust company, and of its results all directors must take cognizance. Plaintiffis.assertion that the directors may dnleg.a±.e--to_theexecutive„.cqmpiittee their work but not-their responsibility- -is- not in accord--w-itEPthe"glawIdf this State. If they may delegate the work they are* not responsible for its ■negligent performance, and this principle is not new to the law of trusts. It is ruled in New York State that á trustee- is not liable for the breach of trust of his cotrustee of which he was not cognizant, or in which he did not participate, as to property which comes lawfully into his cotrtistee’s hands. He may passively allow his cotrustee to take full control and yet not be liable for his devastavit. The responsibility is more strictly held in England and in Pennsylvania. In 1 Perry on Trusts (6th ed. p. 667, note “A”) it is Said: “In the administration and managepient of the affairs of a trust it is usually impracticable for every trustee to actually participate, in every act. To some extent they may delegate to each other the merely ministerial duties of management, and each is entitled to rely upon the honesty and prudence of the other unless he has notice of facts which should lead him to distrust the°other. ” In Croft v. Williams (88 N. Y. 388) the opinion in part reads: “One, therefore, may sit passive and see the other receive funds of the estate, arid making no objection be deemed to assent, but [291]*291that does not make him responsible for what, has been received. He must in some manner know and assent to the misapplication, he must be a consenting party to the waste, or neglect some duty consequent upon his knowledge of a misapplication intended or in progress. (Williams v. Nixon, 2 Beav. 472.) A wrong done or a duty omitted must lie at the foundation of his liability.” In Sutherland v. Brush (7 Johns. Ch. 22) I quote from the opinion: “The defendant P.

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Cite This Page — Counsel Stack

Bluebook (online)
147 A.D. 281, 131 N.Y.S. 1059, 1911 N.Y. App. Div. LEXIS 2873, Counsel Stack Legal Research, https://law.counselstack.com/opinion/kavanaugh-v-gould-nyappdiv-1911.