CH- 3 CONCEPTUAL FRAMEWORK OF CORPORATE GOVERNANCE Bibek Prajapati
CH- 3 CONCEPTUAL FRAMEWORK OF CORPORATE GOVERNANCE
FOR CS PROFESSONAL, CA, CMA
Definitions of Corporate Governance
• ICSI Principles of Corporate Governance
• Need for Corporate Governance
• Theories of Corporate Governance
• Evolution and Development of Corporate Governance
• Elements of Good Corporate Governance
The root of the word Governance is from ‘gubernate’, which means to steer. Corporate governance would mean to steer an organization in the desired direction. The responsibility to steer lies with the board of directors/governing board.
• Kautilya’s Arthashastra maintains that for good governance, all administrators, including the king were considered servants of the people. Good governance and stability were completely linked. There is stability if leaders are responsive, accountable and removable. These tenets hold good even today.
• Corporate Governance Basic theories: Agency Theory; Stock Holder Theory; Stake Holder Theory; Stewardship Theory
OECD has defined corporate governance to mean “A system by which business corporations are directed and controlled”. Corporate governance structure specifies the distribution of rights and responsibilities among different participants in the company such as board, management, shareholders and other stakeholders; and spells out the rules and procedures for corporate decision making. By doing this, it provides the structure through which the company’s objectives are set along with the means of attaining these objectives as well as for monitoring performance.
Corporate governance is "the system by which companies are
directed and controlled". It involves regulatory and market
mechanisms, and the roles and relationships between a
company’s management, its board, its shareholders and other
stakeholders, and the goals for which the corporation is
governed. In contemporary business corporations, the main
external stakeholder groups are shareholders, debt holders,
trade creditors, suppliers, customers and communities affected
by the corporation's activities. Internal stakeholders are the
board of directors, executives, and other employees.
CH- 3 CONCEPTUAL FRAMEWORK OF CORPORATE GOVERNANCE Bibek Prajapati
CH- 3 CONCEPTUAL FRAMEWORK OF CORPORATE GOVERNANCE
FOR CS PROFESSONAL, CA, CMA
Definitions of Corporate Governance
• ICSI Principles of Corporate Governance
• Need for Corporate Governance
• Theories of Corporate Governance
• Evolution and Development of Corporate Governance
• Elements of Good Corporate Governance
The root of the word Governance is from ‘gubernate’, which means to steer. Corporate governance would mean to steer an organization in the desired direction. The responsibility to steer lies with the board of directors/governing board.
• Kautilya’s Arthashastra maintains that for good governance, all administrators, including the king were considered servants of the people. Good governance and stability were completely linked. There is stability if leaders are responsive, accountable and removable. These tenets hold good even today.
• Corporate Governance Basic theories: Agency Theory; Stock Holder Theory; Stake Holder Theory; Stewardship Theory
OECD has defined corporate governance to mean “A system by which business corporations are directed and controlled”. Corporate governance structure specifies the distribution of rights and responsibilities among different participants in the company such as board, management, shareholders and other stakeholders; and spells out the rules and procedures for corporate decision making. By doing this, it provides the structure through which the company’s objectives are set along with the means of attaining these objectives as well as for monitoring performance.
Corporate governance is "the system by which companies are
directed and controlled". It involves regulatory and market
mechanisms, and the roles and relationships between a
company’s management, its board, its shareholders and other
stakeholders, and the goals for which the corporation is
governed. In contemporary business corporations, the main
external stakeholder groups are shareholders, debt holders,
trade creditors, suppliers, customers and communities affected
by the corporation's activities. Internal stakeholders are the
board of directors, executives, and other employees.
Role of board of directors -Corporate GovernanceRehan Ehsan
This Presentation states the role of board of directors in respect of corporate governance of Pakistan. Reviewing this clear the concept of their legal role in Pakistan.
The recipient of a juris doctor from the University of Illinois-John Marshall Law School in Illinois, Robert Heist is the owner and principal attorney at R. Connor & Associates, P.C. and the Chairman of the Board at Hershey Trust Company and leading the way with corporate governance as a NACD Governance Fellow. Attorney Robert Heist has practiced in the area of general corporate laws, including corporate governance, corporate compliance, and mergers and acquisitions.
This presentation talks about meaning of Corporate Governance, models of corporate Governance. It includes Anglo-American, German, Japanese Model of governance.
Go through to know more about the CG & Business Models.
corporate governance and role in strategic managementzeba khan
describes the concept of corporate governance along with need and benefits of corporate governance. highlights the role and importance of corporate governance in strategic management.
Role of board of directors -Corporate GovernanceRehan Ehsan
This Presentation states the role of board of directors in respect of corporate governance of Pakistan. Reviewing this clear the concept of their legal role in Pakistan.
The recipient of a juris doctor from the University of Illinois-John Marshall Law School in Illinois, Robert Heist is the owner and principal attorney at R. Connor & Associates, P.C. and the Chairman of the Board at Hershey Trust Company and leading the way with corporate governance as a NACD Governance Fellow. Attorney Robert Heist has practiced in the area of general corporate laws, including corporate governance, corporate compliance, and mergers and acquisitions.
This presentation talks about meaning of Corporate Governance, models of corporate Governance. It includes Anglo-American, German, Japanese Model of governance.
Go through to know more about the CG & Business Models.
corporate governance and role in strategic managementzeba khan
describes the concept of corporate governance along with need and benefits of corporate governance. highlights the role and importance of corporate governance in strategic management.
Corporate collapses, misinformation, fraud and the failure of many watchdog institutions, from auditors to investment analysts, have driven the need for change beyond the self-policing business arena and into the realm of politics - as had happened to Enron and Worldcom - as well as lesser corporate debacles, such as Adelphia Communications, AOL, Arthur Andersen, Global Crossing, Tyco, created an atmosphere of doubt and among the investing public. Practical applications of corporate governance in the US now mean compliance with the law - not just compliance with a "softly" enforceable voluntary code.
“Ensuring Competitive Advantage and Sustainability: an Overview of Obligation...inventionjournals
Corporate Governance is a buzz word in the field of economic administration, regulatory framework and behavioral sciences. The subject of corporate governance has its relevance and significance to varied stakeholders in different ways. In fact, Corporate Governance is a form of obligation, which a corporate body has towards shareholders, employees, customers, Government, Public and towards the Society. Organizations, which are known for good governance by fulfilling all these obligations with a proper blend, are the lead players for the others to follow for securing better and effective competitive advantage. Keeping in mind these varied obligations, Organizations and corporate bodies regularly updating their policies and practices especially for continued competitive advantage but the process of updating is not so easy, they have to find it in a pro-active manner to withstand in the market. The present research paper with this in view aimed at understanding the framework of corporate governance and its role in securing better and effective competitive advantage from the ambit of various stakeholders with a broader consideration from the angle and obligation of Sustainability and Corporate Social Responsibility. Further, the study remarked the changing nature obligations for existence of corporate bodies under dynamic environment. The research paper also differentiated the gap between theory and practice in adoption of sustainability practices. Finally, the research paper ends with some suggestions and ways for better and good governance for organizational sustainability.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
2. 2
What is it about?What is it about?
CorporateCorporate
A legal entity that is separate and distinct from its owners.A legal entity that is separate and distinct from its owners.
enjoy most of the rights and responsibilities that anenjoy most of the rights and responsibilities that an
individual possesses e.gindividual possesses e.g
enter into contracts, loan and borrow money, sue and beenter into contracts, loan and borrow money, sue and be sued,sued,
hire employees, own assets and pay taxes.hire employees, own assets and pay taxes.
limited liabilitylimited liability
3. GovernanceGovernance
refers to "all processes of governing, whetherrefers to "all processes of governing, whether
undertaken by a government, market orundertaken by a government, market or
network, whether over a family, tribe, formal ornetwork, whether over a family, tribe, formal or
informal organization or territory and whetherinformal organization or territory and whether
through laws, norms, power or language.through laws, norms, power or language.
It relates to "the processes of interaction andIt relates to "the processes of interaction and
decision-making among the actors involved in adecision-making among the actors involved in a
collective problem that lead to the creation,collective problem that lead to the creation,
reinforcement, or reproduction of social normsreinforcement, or reproduction of social norms
and institutionsand institutions
3
4. What is a Corporate Body?What is a Corporate Body?
Any Company is a corporate body. However, inAny Company is a corporate body. However, in
a broader sense only public limited companiesa broader sense only public limited companies
are taken to be the subject matter of CG.are taken to be the subject matter of CG.
So far the thrust of CG is only on listedSo far the thrust of CG is only on listed
companies.companies.
Greatest emphasis is on those that are controlledGreatest emphasis is on those that are controlled
by closed groups.by closed groups.
In USA and Europe, companies are frequentlyIn USA and Europe, companies are frequently
run by minority shareholders. Hence, theyrun by minority shareholders. Hence, they
require even greater degree of CG.require even greater degree of CG.
4
5. DefinitionDefinition
According to OECD:According to OECD:
Corporate Governance is the system by whichCorporate Governance is the system by which
business corporations are directed andbusiness corporations are directed and
controlled. The corporate governance structurecontrolled. The corporate governance structure
specifies the distribution of rights andspecifies the distribution of rights and
responsibilities among different participants inresponsibilities among different participants in
the corporation, such as, the board, managers,the corporation, such as, the board, managers,
shareholders and other stakeholders, and spellsshareholders and other stakeholders, and spells
out the rules and procedures for makingout the rules and procedures for making
decisions on corporate affairs.decisions on corporate affairs.
5
6. Another DefinitionAnother Definition
According to LaPorta et al., (2000),According to LaPorta et al., (2000),
Corporate governance is a set of mechanismsCorporate governance is a set of mechanisms
through which outside investors protectthrough which outside investors protect
themselves against expropriation by the insiders.themselves against expropriation by the insiders.
They defineThey define ““the insidersthe insiders”” as both managersas both managers
and controlling shareholders.and controlling shareholders.
6
7. Yet Another DefinitionYet Another Definition
Corporate governance refers to the mannerCorporate governance refers to the manner
in which the affairs of a corporate body should bein which the affairs of a corporate body should be
conductedconducted
in order to serve and protectin order to serve and protect
the individual and collective intereststhe individual and collective interests
of all stakeholders.of all stakeholders.
((Safdar A ButtSafdar A Butt))
7
9. 9
Characteristics of a CompanyCharacteristics of a Company
Ownership in sharesOwnership in shares
Freely transferable sharesFreely transferable shares
Separate entity apart from shareholdersSeparate entity apart from shareholders
Liability of shareholdersLiability of shareholders
Indefinite lifeIndefinite life
Board of directorsBoard of directors
10. 10
Types of CompaniesTypes of Companies
Limited or UnlimitedLimited or Unlimited
Limited by shares or by guaranteeLimited by shares or by guarantee
Private or PublicPrivate or Public
Listed or UnlistedListed or Unlisted
11. 11
Hierarchy of a CompanyHierarchy of a Company
ShareholdersShareholders
Own the company, do not run it.Own the company, do not run it.
Board of DirectorsBoard of Directors
Elected by and reporting to shareholdersElected by and reporting to shareholders
ManagementManagement
Appointed by and reporting to directorsAppointed by and reporting to directors
Includes executive directorsIncludes executive directors
12. 12
Top PlayersTop Players
Shareholders: Voting powerShareholders: Voting power
Chairman:Chairman:
May be executive or non-executiveMay be executive or non-executive
DirectorsDirectors
May be executive or non-executiveMay be executive or non-executive
Chief Executive OfficerChief Executive Officer
May or may not be a directorMay or may not be a director
Senior Managers:Senior Managers:
May or may not be directorsMay or may not be directors
13. 13
Classification of StakeholdersClassification of Stakeholders
OwnersOwners
LendersLenders
EmployeesEmployees
Business AssociatesBusiness Associates
Suppliers and CustomersSuppliers and Customers
SocietySociety
Includes governmentIncludes government
14. 14
Opportunity to protectOpportunity to protect
individual interestsindividual interests
Managers and Employees have the greatestManagers and Employees have the greatest
opportunity to protect their interest(s)opportunity to protect their interest(s)
Suppliers and Clients essentially go by eachSuppliers and Clients essentially go by each
transaction or contract.transaction or contract.
Lenders and Shareholders are most vulnerable.Lenders and Shareholders are most vulnerable.
Society depends entirely on lawSociety depends entirely on law
15. 15
Classified onClassified on
basis of Rolebasis of Role
in the Companyin the Company
Classified on basis of opportunity to protect individual interestsClassified on basis of opportunity to protect individual interests
Those withThose with
Full OpportunityFull Opportunity
Those with aThose with a
Partial OpportunityPartial Opportunity
Those withThose with
Virtually No opportunityVirtually No opportunity
Minority and individualMinority and individual
shareholders with no boardshareholders with no board
RepresentationRepresentation
ControllingControlling
ShareholdersShareholders
Institutional InvestorsInstitutional Investors
with Board representationwith Board representation
OwnersOwners
Financial institutionsFinancial institutions
with elaborate lendingwith elaborate lending
ContractsContracts
Buyers of listed bondsBuyers of listed bonds
with trustee arrangementswith trustee arrangements
LendersLenders Other lendersOther lenders
Other employeesOther employees
on regular oron regular or
contract termscontract termsEmployeesEmployees Executive DirectorsExecutive Directors Senior ManagersSenior Managers
Suppliers who sellSuppliers who sell
only on cash termsonly on cash terms
Major Suppliers andMajor Suppliers and
clients with contractsclients with contracts
Smaller suppliersSmaller suppliers
and smaller clientsand smaller clients
Business AssociatesBusiness Associates
SocietySociety GovernmentGovernment Public at largePublic at large
Classification of StakeholdersClassification of Stakeholders
16. 16
Need for Corporate GovernanceNeed for Corporate Governance
To protect and serve individual interest of eachTo protect and serve individual interest of each
stakeholderstakeholder
To protect and serve the collective interest of allTo protect and serve the collective interest of all
stakeholdersstakeholders
To ensure no one benefits at the expense ofTo ensure no one benefits at the expense of
anotheranother
To ensure no stakeholder has monopoly ofTo ensure no stakeholder has monopoly of
decision-making.decision-making.
17. 17
Governance & ManagementGovernance & Management
How do these terms differ?How do these terms differ?
Does Governance include Management?Does Governance include Management?
OrOr
Does Management include Governance?Does Management include Governance?
18. 18
Governance & ManagementGovernance & Management
GovernanceGovernance FunctionFunction ManagementManagement
Approval of PlansApproval of Plans PlanningPlanning Preparation of plansPreparation of plans
Providing overallProviding overall
leadershipleadership
LeadingLeading Leading those whoLeading those who
implement plansimplement plans
ArrangingArranging
resourcesresources
OrganizingOrganizing Tasks division &Tasks division &
resource usageresource usage
Controlling managersControlling managers ControllingControlling ControllingControlling
employeesemployees
19. 19
GovernanceGovernance
StrategicStrategic
Setting ObjectivesSetting Objectives
Devising plans to achieve these objectivesDevising plans to achieve these objectives
Setting rules or parametersSetting rules or parameters
Not directly concerned with routine affairsNot directly concerned with routine affairs
Protection of Interests of all stakeholdersProtection of Interests of all stakeholders
20. 20
ManagementManagement
Current & Operational AffairsCurrent & Operational Affairs
Taking directions from the BoardTaking directions from the Board
Implementing the PlansImplementing the Plans
Developing Suggestions and AlternativesDeveloping Suggestions and Alternatives
21. 21
Approaches toApproaches to
Corporate GovernanceCorporate Governance
Shareholders ApproachShareholders Approach
Stakeholders ApproachStakeholders Approach
Enlightened Shareholders ApproachEnlightened Shareholders Approach
Which approach is best?Which approach is best?
22. Shareholders ApproachShareholders Approach
Generally believed that the board of directors ofGenerally believed that the board of directors of
a company should govern the company in thea company should govern the company in the
best interest of its shareholders, i.e. the ownersbest interest of its shareholders, i.e. the owners
of the company. This approach is lent credenceof the company. This approach is lent credence
and weight by the fact that all the directors areand weight by the fact that all the directors are
elected by and answerable to shareholders.elected by and answerable to shareholders.
Make such policy that aim at maximization theMake such policy that aim at maximization the
shareholders value (Profit) often at the expenseshareholders value (Profit) often at the expense
of other stake holders.of other stake holders.
In Pakistan this approach is most prevalentIn Pakistan this approach is most prevalent
22
23. Stakeholders Approach to CGStakeholders Approach to CG
Also known as Plurist Approach and consideredAlso known as Plurist Approach and considered
as the ideal approach by the proponents of CG.as the ideal approach by the proponents of CG.
BOD formulates such policies the providesBOD formulates such policies the provides
equal care of the interests of all Stakeholders.equal care of the interests of all Stakeholders.
It is not a practical approach for the simpleIt is not a practical approach for the simple
reason that directors are elected by andreason that directors are elected by and
accountable only to the shareholders.accountable only to the shareholders.
23
24. Enlightened ShareholdersEnlightened Shareholders
ApproachApproach
This approach offers compromise between theThis approach offers compromise between the
afore-said two approaches. It requires the BODafore-said two approaches. It requires the BOD
to work for the interest of shareholders, butto work for the interest of shareholders, but
without damaging the interests of the otherwithout damaging the interests of the other
stakeholders. i.e. having a fair balance of interest.stakeholders. i.e. having a fair balance of interest.
24
25. 25
Agency TheoryAgency Theory
What is Agency Theory?What is Agency Theory?
Does it apply to companies?Does it apply to companies?
Two-party and three-party modelTwo-party and three-party model
Principal-Watchdog-AgentPrincipal-Watchdog-Agent
26. 26
Key IssuesKey Issues
Financial reportingFinancial reporting
Directors’ remunerationDirectors’ remuneration
Risk managementRisk management
Effective communicationEffective communication
Corporate Social ResponsibilityCorporate Social Responsibility
28. 28
Directors Related IssuesDirectors Related Issues
RemunerationRemuneration
PowersPowers
Balance between:Balance between:
executive and non-executivesexecutive and non-executives
Election and re-electionElection and re-election
RepresentationRepresentation
29. 29
Risk ManagementRisk Management
Risk profileRisk profile
What risks to take?What risks to take?
Avoidable and non-avoidable risksAvoidable and non-avoidable risks
What not to take?What not to take?
How to handle risks taken?How to handle risks taken?
31. 31
Corporate Social ResponsibilityCorporate Social Responsibility
Business EthicsBusiness Ethics
Being a good citizenBeing a good citizen
Doing business responsiblyDoing business responsibly
32. 32
Why is CG Important?Why is CG Important?
Good reputation is good businessGood reputation is good business
Protection of stakeholders’ interestProtection of stakeholders’ interest
Support to capital marketsSupport to capital markets
Support to societySupport to society
Every one winsEvery one wins