STRATEGIC MANAGEMENT & BUSINESS POLICY 12 TH  EDITION THOMAS L. WHEELEN  J. DAVID HUNGER
<ul><li>Corporation :  a mechanism established to allow different parties to contribute capital, expertise and labor for t...
<ul><li>Corporate governance:   the relationship among the board of directors, top management and shareholders in determin...
<ul><li>Due care :  Board of directors are responsible that the corporation is not harmed by members of the board.  </li><...
<ul><li>Responsibilities of the Board of Directors </li></ul><ul><li>Sets corporate strategy, overall direction, mission, ...
<ul><li>Role of the Board in Strategic Management </li></ul><ul><li>Monitor  developments inside and outside the corporati...
Pearson Education © 2010 2-
Members of a Board of Directors
<ul><li>Members of a Board of Directors </li></ul><ul><li>Inside Directors   are officers or executives employed by the bo...
 
 
<ul><li>Members of a Board of Directors </li></ul><ul><li>Agency theory   problems arise in corporations because top manag...
<ul><li>Members of a Board of Directors </li></ul><ul><li>Affiliated directors-   not employed by the corporation, handle ...
<ul><li>Interlocking Directorates-  useful for gaining both inside information about an uncertain environment and objectiv...
Interlocking Directories in Turkey: Examples <ul><li>2009 yılı itibariyle, Sabancı Holdingin yönetim kurulunda bulunan üye...
Interlocking Directories in Turkey:  Examples
<ul><li>Nomination and Election of Board Members </li></ul><ul><li>97% of U.S. boards use nominating committees to identif...
<ul><li>Nomination and Election of Board Members </li></ul><ul><li>Criteria for a good director include: </li></ul><ul><ul...
<ul><li>Approximately 70% of the top executives of U.S. publicly held companies hold the dual designation of Chairman and ...
<ul><li>Lead Director-   is consulted by the Chair/CEO regarding board affairs and coordinates the annual evaluation of th...
<ul><li>Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance </li></ul><ul><li>Sarbanes Oxley Act 2002-   designe...
<ul><li>Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance </li></ul><ul><li>Evaluating Governance </li></ul><u...
<ul><li>Trends in Corporate Governance </li></ul><ul><li>Boards shaping company strategy </li></ul><ul><li>Institutional i...
<ul><li>Responsibilities of Top Management </li></ul><ul><li>Executive leadership  is the directing of activities toward t...
<ul><li>Responsibilities of Top Management </li></ul><ul><li>Transformational Leaders   provide change and movement in an ...
<ul><li>Managing the Strategic Planning Process </li></ul><ul><li>Strategic planning staff-   supports both top management...
Pearson Education © 2010 2- <ul><li>When does a corporation need a board of directors? </li></ul><ul><li>Who should and sh...
PowerPoint created by: <ul><li>Ronald Heimler </li></ul><ul><li>Dowling College- MBA </li></ul><ul><li>Georgetown Universi...
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any f...
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Corporate governance

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  • Corporation is governed by the board of directors that oversees top management with the concurrence of the shareholders
  • Due care – gerekli özen
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  • Corporate governance

    1. 1. STRATEGIC MANAGEMENT & BUSINESS POLICY 12 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER
    2. 2. <ul><li>Corporation : a mechanism established to allow different parties to contribute capital, expertise and labor for their mutual benefit </li></ul>Pearson Education © 2010 2-
    3. 3. <ul><li>Corporate governance: the relationship among the board of directors, top management and shareholders in determining the direction and performance of the corporation </li></ul>Pearson Education © 2010 2-
    4. 4. <ul><li>Due care : Board of directors are responsible that the corporation is not harmed by members of the board. </li></ul><ul><li>“ The board is required to direct the affairs of the corporation but not to manage them” </li></ul>Pearson Education © 2010 2-
    5. 5. <ul><li>Responsibilities of the Board of Directors </li></ul><ul><li>Sets corporate strategy, overall direction, mission, or vision </li></ul><ul><li>Hires and fires the CEO and top management </li></ul><ul><li>Controls, monitors, or supervises top management </li></ul><ul><li>Reviews and approves the use of resources </li></ul><ul><li>Cares for shareholders’ interests </li></ul><ul><li>Assures that the corporation is managed in accordance with state laws, security regulations and conflict of interest situations </li></ul>Pearson Education © 2010 2-
    6. 6. <ul><li>Role of the Board in Strategic Management </li></ul><ul><li>Monitor developments inside and outside the corporation </li></ul><ul><li>Evaluate and Influence management proposals, decisions and actions </li></ul><ul><li>Initiate and Determine the corporation’s mission and strategies </li></ul>Pearson Education © 2010 2-
    7. 7. Pearson Education © 2010 2-
    8. 8. Members of a Board of Directors
    9. 9. <ul><li>Members of a Board of Directors </li></ul><ul><li>Inside Directors are officers or executives employed by the board’s corporation </li></ul><ul><li>Outside Directors are executives of other firms but are not employees of the board’s corporation </li></ul>Pearson Education © 2010 2-
    10. 12. <ul><li>Members of a Board of Directors </li></ul><ul><li>Agency theory problems arise in corporations because top management (agents) is not willing to accept responsibility for their decisions unless they own a substantial amount of stock in the corporation </li></ul><ul><li>Stewardship theory as the result of long tenure with the corporation, insiders (top management) tend to identify with the corporation and its success. Act in the best interest of the corporation more than self-interest </li></ul>Pearson Education © 2010 2-
    11. 13. <ul><li>Members of a Board of Directors </li></ul><ul><li>Affiliated directors- not employed by the corporation, handle legal or insurance work </li></ul><ul><li>Retired executive directors- used to work for the corporation, partly responsible for past decisions affecting current strategy </li></ul><ul><li>Family directors- descendents of the founder and own significant blocks of stock </li></ul>Pearson Education © 2010 2-
    12. 14. <ul><li>Interlocking Directorates- useful for gaining both inside information about an uncertain environment and objective expertise about potential strategies and tactics </li></ul><ul><li>Direct interlocking directorate- when two firms share a director or when an executive of one firm sits on the board of a second </li></ul><ul><li>Indirect interlocking directorate- when two corporations have directors who serve on the board of a third firm </li></ul>Pearson Education © 2010 2-
    13. 15. Interlocking Directories in Turkey: Examples <ul><li>2009 yılı itibariyle, Sabancı Holdingin yönetim kurulunda bulunan üyelerden, Nazif Can Paker, Sabancı Yönetim Kurulu üyeliğinin yanı sıra, Türk Henkel A.Ş.’nin Yönetim Kurulu Başkanı, TESEV Başkanı, TÜSİAD Haysiyet Divanı Üyesi, Sabancı Üniversitesi Mütevelli Heyeti Üyesi, Robert Kolej Mütevelli Heyeti Üyesi ve Dedeman Holding Yönetim Kurulu üyesi olarak görev yapmaktadır. </li></ul><ul><li>Sabancı Topluluğu - Yönetim Kurulu ve Üst Yönetim, 2009 </li></ul>
    14. 16. Interlocking Directories in Turkey: Examples
    15. 17. <ul><li>Nomination and Election of Board Members </li></ul><ul><li>97% of U.S. boards use nominating committees to identify potential board members </li></ul>Pearson Education © 2010 2-
    16. 18. <ul><li>Nomination and Election of Board Members </li></ul><ul><li>Criteria for a good director include: </li></ul><ul><ul><li>Willingness to challenge management when necessary </li></ul></ul><ul><ul><li>Special expertise that is important to the company </li></ul></ul><ul><ul><li>Available for outside meetings to advise management </li></ul></ul><ul><ul><li>Expertise on global issues </li></ul></ul><ul><ul><li>Understands the firm’s key technologies and processes </li></ul></ul><ul><ul><li>Brings external contacts that are potentially valuable to the firm </li></ul></ul><ul><ul><li>Has detailed knowledge of the firm’s industry </li></ul></ul><ul><ul><li>Has high visibility in their field </li></ul></ul><ul><ul><li>Is accomplished at representing the firm to stakeholders </li></ul></ul>Pearson Education © 2010 2-
    17. 19. <ul><li>Approximately 70% of the top executives of U.S. publicly held companies hold the dual designation of Chairman and CEO </li></ul>Pearson Education © 2010 2-
    18. 20. <ul><li>Lead Director- is consulted by the Chair/CEO regarding board affairs and coordinates the annual evaluation of the CEO </li></ul><ul><li>96% of U.S. companies that combine the Chairman and CEO positions had a lead director </li></ul>Pearson Education © 2010 2-
    19. 21. <ul><li>Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance </li></ul><ul><li>Sarbanes Oxley Act 2002- designed to protect shareholders from excesses and failed oversight of boards of directors </li></ul><ul><ul><li>Whistleblower procedures </li></ul></ul><ul><ul><li>Improved corporate </li></ul></ul>Pearson Education © 2010 2-
    20. 22. <ul><li>Impact of the Sarbanes-Oxley Act on U.S. Corporate Governance </li></ul><ul><li>Evaluating Governance </li></ul><ul><ul><li>Rating agencies </li></ul></ul><ul><ul><li>S&P Corporate Governance Scoring System </li></ul></ul><ul><li>Avoiding Governance Improvements </li></ul><ul><ul><li>Multiple classes of stock </li></ul></ul><ul><ul><li>Public to private ownership </li></ul></ul><ul><ul><li>Controlled companies </li></ul></ul>Pearson Education © 2010 2-
    21. 23. <ul><li>Trends in Corporate Governance </li></ul><ul><li>Boards shaping company strategy </li></ul><ul><li>Institutional investors active on boards </li></ul><ul><li>Shareholder demands that directors and top management own significant stock </li></ul><ul><li>More involvement of non-affiliated outside directors </li></ul><ul><li>Increased representation of women and minorities </li></ul><ul><li>Boards evaluating individual directors </li></ul><ul><li>Smaller boards </li></ul><ul><li>Splitting the Chairman and CEO positions </li></ul><ul><li>Shareholders may begin to nominate board members </li></ul><ul><li>Society expects boards to balance profitability with social needs of society </li></ul>Pearson Education © 2010 2-
    22. 24. <ul><li>Responsibilities of Top Management </li></ul><ul><li>Executive leadership is the directing of activities toward the accomplishment of corporate objectives. Sets the tone for the entire corporation </li></ul><ul><li>Strategic vision- description of what the company is capable of becoming </li></ul>Pearson Education © 2010 2-
    23. 25. <ul><li>Responsibilities of Top Management </li></ul><ul><li>Transformational Leaders provide change and movement in an organization by providing a vision for that change. </li></ul><ul><li>Characteristics include : </li></ul><ul><li>CEO articulates a strategic vision for the corporation </li></ul><ul><li>CEO presents a role for others to identify with and to follow </li></ul><ul><li>CEO communicates high performance standards and also show confidence in the followers’ abilities to meet these standards </li></ul>Pearson Education © 2010 2-
    24. 26. <ul><li>Managing the Strategic Planning Process </li></ul><ul><li>Strategic planning staff- supports both top management and the business units in the strategic planning process </li></ul><ul><li>Major responsibilities include: </li></ul><ul><li>Identifying and analyzing company-wide strategic issues, and suggesting corporate strategic alternatives to top management </li></ul><ul><li>Work as facilitators with business units to guide them through the strategic planning process </li></ul>Pearson Education © 2010 2-
    25. 27. Pearson Education © 2010 2- <ul><li>When does a corporation need a board of directors? </li></ul><ul><li>Who should and should not serve on a board of directors? </li></ul><ul><li>Should a CEO be allowed to serve on another company’s </li></ul><ul><li>board of directors? </li></ul><ul><li>What would be the result if the only insider on a corporation’s </li></ul><ul><li>board were the CEO? </li></ul><ul><li>Should all CEOs be transformational leaders? Would you like </li></ul><ul><li>to work for a transformational leader? </li></ul>
    26. 28. PowerPoint created by: <ul><li>Ronald Heimler </li></ul><ul><li>Dowling College- MBA </li></ul><ul><li>Georgetown University- BS Business Administration </li></ul><ul><li>Adjunct Professor- LIM College, NY </li></ul><ul><li>Adjunct Professor- Long Island University, NY </li></ul><ul><li>Lecturer- California State Polytechnic University, Pomona, CA </li></ul><ul><li>President- Walter Heimler, Inc. </li></ul>Pearson Education © 2010 2-
    27. 29. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2010 Pearson Education, Inc.
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