2013 MBAA/NAMS presentation, "Corporate Governance and Transparency: A Research Study Investigating CEO Duality in Fortune Ranked Companies" Patricia B. Abels, University of Findlay and Joseph T. Martelli, University of Findlay
DISCUSSING ON VARIOUS RULES AND REGULATIONS MADE BY THE DIFFERENT COMMITTEES WITH RESPECT TO CORPORATE GOVERNANCE SO AS TO MAKE THE COMPANIES IMAGE IN A BETTER WAY FOR THE FUTURE GROWTH AND TO IDENTIFIED BY THE STAKE HOLDERS.
DISCUSSING ON VARIOUS RULES AND REGULATIONS MADE BY THE DIFFERENT COMMITTEES WITH RESPECT TO CORPORATE GOVERNANCE SO AS TO MAKE THE COMPANIES IMAGE IN A BETTER WAY FOR THE FUTURE GROWTH AND TO IDENTIFIED BY THE STAKE HOLDERS.
This presentation slides includes basic definitions to Corporate Governance (CG), Objective to Corporate Governance, Major Constituents of Corporate Governance, Participants to CG, Regulatory bodies in India for CG and Benefit of CG to organizations.
Models of Corporate Governance
CORPORATE GOVERNANCE SYSTEMS
Efforts made for Effective Corporate Governance
Cadbury Committee
Sarbanes Oxley Act, 2002
Global Corporate Governance
External Auditor
Trends in Governance in Major MNC’s
India
China
Japan
Other European Model
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.
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.
How to structure the leadership of large corporations – and specifically whether to split or combine the roles of Chairman and CEO – remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
This presentation slides includes basic definitions to Corporate Governance (CG), Objective to Corporate Governance, Major Constituents of Corporate Governance, Participants to CG, Regulatory bodies in India for CG and Benefit of CG to organizations.
Models of Corporate Governance
CORPORATE GOVERNANCE SYSTEMS
Efforts made for Effective Corporate Governance
Cadbury Committee
Sarbanes Oxley Act, 2002
Global Corporate Governance
External Auditor
Trends in Governance in Major MNC’s
India
China
Japan
Other European Model
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.
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.
How to structure the leadership of large corporations – and specifically whether to split or combine the roles of Chairman and CEO – remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
This presentation is for my students under Master in Business Administration Course code of Business Policy MBA106. The information is all about the roles and managing of corporate under the corporate governance.
BACK TO P r e s id i k 0 f I,, Tikofi &I A s s o c i a.docxwilcockiris
BACK TO P r e s i
d i k 0 f I,
, Tikofi &
I A s s o c i a t e s , C h i c a g o , 111.
( 7 7 3 ) 2 6 8 - 8 0 0 6 ^
M a r y T o t t e n , P r e s i d e n t ,
T o t t e n & A s s o c i a t e s ,
Oak P a r k , 111.
( 7 0 8 ) 3 8 3 - 1 1 1 5
Governance in the Spotlight: What the
Sarbanes-Oxley Act Means for You
F
ollowing a wave of high-profile corporate business and
governance scandals, Congress passed the Public
Company Accounting Reform & Investor Protection Act
of 2002 (Public Law 107-240), better known as the Sarbanes-
Oxley Act. This legislation contains the most sweeping and
comprehensive set of public-company
governance, financial and accounting
reforms enacted in more than 30 years.
The Sarbanes-Oxley Act, intended to
protect investors and renew public trust in
corporations and their boards, set the stage
for even broader reforms promulgated by
the stock exchanges and other business
and investor protection groups.
These emerging requirements and
standards are widely perceived as
governance "best practices" for both for-
profit and not-for-profit organizations
alike. Attorneys, consultants and
governance experts agree that it is only a
matter of time before the Sarbanes
legislation and the rules and regulations
designed to implement it. will be broadly
applied to not-for-profit governance and
used as the yardstick against which board
performance and accountability are
measured.
S a r b a n e s a t a G l a n c e
While the Sarbanes-Oxley Act leaves
many questions unanswered and allows
federal agencies broad discretion in
enforcing its requirements with publicly-
held companies, the following provisions
are applicable to nonprofit organizations:
• The role of independent directors and
their representation on audit and other key
board committees
• Executive compensation and loan
arrangements
• New disclosure requirements for
changes affecting the company's financial
status and the adequacy of company
financial statements and controls
• Detailed codes of ethics, business
conduct and comprehensive conflict-of-
interest policies.
Each of these areas is discussed in
more detail below.
Independent directors. Independent
directors arc the linchpin of many of the
public-company reforms. To be
considered "independent." directors must
be tree of relationships with the
company/organization or its management
that might influence their decisions.
Relationships affecting director
independence include employment,
vendor, or consulting arrangements, as
well as indirect links through family,
business or charitable organizations in
which the board member may hold an
officer or director position.
Sarbanes-Oxley and the related rules
of stock-listing organizations (such as the
New York Stock Exchange) sharpen the
focus on the role of independent directors
by specifying governance oversight
activities in which only independent
direetors should be involved. For example.
independent directors must meet together
at regular intervals without eithe.
BACK TO P r e s id i k 0 f I,, Tikofi &I A s s o c i a.docxikirkton
BACK TO P r e s i
d i k 0 f I,
, Tikofi &
I A s s o c i a t e s , C h i c a g o , 111.
( 7 7 3 ) 2 6 8 - 8 0 0 6 ^
M a r y T o t t e n , P r e s i d e n t ,
T o t t e n & A s s o c i a t e s ,
Oak P a r k , 111.
( 7 0 8 ) 3 8 3 - 1 1 1 5
Governance in the Spotlight: What the
Sarbanes-Oxley Act Means for You
F
ollowing a wave of high-profile corporate business and
governance scandals, Congress passed the Public
Company Accounting Reform & Investor Protection Act
of 2002 (Public Law 107-240), better known as the Sarbanes-
Oxley Act. This legislation contains the most sweeping and
comprehensive set of public-company
governance, financial and accounting
reforms enacted in more than 30 years.
The Sarbanes-Oxley Act, intended to
protect investors and renew public trust in
corporations and their boards, set the stage
for even broader reforms promulgated by
the stock exchanges and other business
and investor protection groups.
These emerging requirements and
standards are widely perceived as
governance "best practices" for both for-
profit and not-for-profit organizations
alike. Attorneys, consultants and
governance experts agree that it is only a
matter of time before the Sarbanes
legislation and the rules and regulations
designed to implement it. will be broadly
applied to not-for-profit governance and
used as the yardstick against which board
performance and accountability are
measured.
S a r b a n e s a t a G l a n c e
While the Sarbanes-Oxley Act leaves
many questions unanswered and allows
federal agencies broad discretion in
enforcing its requirements with publicly-
held companies, the following provisions
are applicable to nonprofit organizations:
• The role of independent directors and
their representation on audit and other key
board committees
• Executive compensation and loan
arrangements
• New disclosure requirements for
changes affecting the company's financial
status and the adequacy of company
financial statements and controls
• Detailed codes of ethics, business
conduct and comprehensive conflict-of-
interest policies.
Each of these areas is discussed in
more detail below.
Independent directors. Independent
directors arc the linchpin of many of the
public-company reforms. To be
considered "independent." directors must
be tree of relationships with the
company/organization or its management
that might influence their decisions.
Relationships affecting director
independence include employment,
vendor, or consulting arrangements, as
well as indirect links through family,
business or charitable organizations in
which the board member may hold an
officer or director position.
Sarbanes-Oxley and the related rules
of stock-listing organizations (such as the
New York Stock Exchange) sharpen the
focus on the role of independent directors
by specifying governance oversight
activities in which only independent
direetors should be involved. For example.
independent directors must meet together
at regular intervals without eithe ...
BUS 499, Week 8 Corporate Governance Slide #TopicNarrationVannaSchrader3
BUS 499, Week 8: Corporate Governance
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Corporate Governance.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Describe how corporate governance affects strategic decisions.
Please go to the next slide.
3
Supporting Topics
In order to achieve these objectives, the following supporting topics will be covered:
Separation of ownership and managerial control;
Ownership concentration;
Board of directors;
Market for corporate control;
International corporate governance; and
Governance mechanisms and ethical behavior.
Please go to the next slide.
4
Separation of Ownership and Managerial Control
To start off the lesson, corporate governance is defined as a set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organizations. Corporate governance is concerned with identifying ways to ensure that decisionsare made effectively and that they facilitate strategic competitiveness. Another way to think of governance is to establish and maintain harmony between parties.
Traditionally, U. S. firms were managed by founder- owners and their descendants. As firms became larger the managerial revolution led to a separation of ownership and control in most large corporations. This control of the firm shifted from entrepreneurs to professional managers while ownership became dispersed among unorganized stockholders. Due to these changes modern public corporation was created and was based on the efficient separation of ownership and managerial control.
The separation of ownership and managerial control allows shareholders to purchase stock. This in turn entitles them to income from the firm’s operations after paying expenses. This requires that shareholders take a risk that the firm’s expenses may exceed its revenues.
Shareholders specialize in managing their investment risk. Those managing small firms also own a significant percentage of the firm and there is often less separation between ownership and managerial control. Meanwhile, in a large number of family owned firms, ownership and managerial control are not separated at all. The primary purpose of most large family firms is to increase the family’s wealth.
The separation between owners and managers creates an agencyrelationship. An agency relationship exists when one or more persons hire another person or persons as decision- making specialists to perform a service. As a result an agency relationship exists when one party delegates decision- making responsibility to a second party for compensation. Other examples of agency relationships are consultants and clients and insured and insurer. An agency relationship can also exist between managers and their employees, as well as between top- level managers and the firm’s owners.
The sep ...
BUS 499, Week 8 Corporate Governance Slide #TopicNarration.docxcurwenmichaela
BUS 499, Week 8: Corporate Governance
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Corporate Governance.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Describe how corporate governance affects strategic decisions.
Please go to the next slide.
3
Supporting Topics
In order to achieve these objectives, the following supporting topics will be covered:
Separation of ownership and managerial control;
Ownership concentration;
Board of directors;
Market for corporate control;
International corporate governance; and
Governance mechanisms and ethical behavior.
Please go to the next slide.
4
Separation of Ownership and Managerial Control
To start off the lesson, corporate governance is defined as a set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organizations. Corporate governance is concerned with identifying ways to ensure that decisionsare made effectively and that they facilitate strategic competitiveness. Another way to think of governance is to establish and maintain harmony between parties.
Traditionally, U. S. firms were managed by founder- owners and their descendants. As firms became larger the managerial revolution led to a separation of ownership and control in most large corporations. This control of the firm shifted from entrepreneurs to professional managers while ownership became dispersed among unorganized stockholders. Due to these changes modern public corporation was created and was based on the efficient separation of ownership and managerial control.
The separation of ownership and managerial control allows shareholders to purchase stock. This in turn entitles them to income from the firm’s operations after paying expenses. This requires that shareholders take a risk that the firm’s expenses may exceed its revenues.
Shareholders specialize in managing their investment risk. Those managing small firms also own a significant percentage of the firm and there is often less separation between ownership and managerial control. Meanwhile, in a large number of family owned firms, ownership and managerial control are not separated at all. The primary purpose of most large family firms is to increase the family’s wealth.
The separation between owners and managers creates an agencyrelationship. An agency relationship exists when one or more persons hire another person or persons as decision- making specialists to perform a service. As a result an agency relationship exists when one party delegates decision- making responsibility to a second party for compensation. Other examples of agency relationships are consultants and clients and insured and insurer. An agency relationship can also exist between managers and their employees, as well as between top- level managers and the firm’s owners.
The sep.
Using personality to identify high technology career preferenceNorthAmericanMgtSoc
2013 MBAA/NAMS presentation, "Using Personality to Identify High Technology Career Preference in Military Recruits" Heather H. Jia, Eastern Illinois University and David E. Fleming, Eastern Illinois University
2013 MBAA/NAMS presentation, "The Role of the Kinesthetic Learning Style and Prompted Responses in Teaching Management Courses" David M. Savino, Ohio Northern University and Meshayla Moyer, Ohio Northern University
2013 MBAA/NAMS presentation, "Transition from Late-Career Displacement to Employability: How Older Knowledge Workers Confront Labor Market Adversity" John F. Fruner, Baker College
2013 MBAA/NAMS presentation, "An Emerging Economy in the Great Recession: Croatia's Quest for Workplace Health and Safety" Melody L. Wollan, Eastern Illinois University; Foster C. Rinefort, Eastern Illinois University; and Joseph A. Petrick, Wright State University
2013 MBAA/NAMS presentation, "The Impact of Leader Power on Employee Outcomes: The Case of Information Technology Professionals in Turkey" Tuna Cenkci, Yeditepe University-Istanbul
2013 MBAA/NAMS presentation, "Being Chinese: A Reflective Study of Foreign Multinational Corporations' Sustainable Development and Global Talent Programs in China. Maria Lai-Ling Lam, Malone University
2013 MBAA/NAMS presentation, "Active Listening and Vulnerable Collaboration as Foundational Elements in the Education for Sustainability." Martha Cook, Malone University; Maria Lai-Ling Lam, Malone University; and Adam Klemann, Malone University
2013 MBAA/NAMS presentation, "Critical Thinking Advances the Theory and Practice of Business Management." Phyllis R. Anderson, Governors State University and Joanne R. Reid, Corporate Development Associates, Inc.
2013 MBAA/NAMS presentation, "A Business Pedagogy Practicum for Teaching Auditing." Andrew Bashore, Ohio Northern University and Matthew A. Phillips, Arend, Laukhuf, and Stoller, Inc.
MBAA/NAMS 2013 paper presentation, "CEO Decision Making Challenges in a Stressful Environment: A Delphi Study." Bill Minnis, Eastern Illinois University and William Wilhelm, Indiana State University
2013 MBAA/NAMS presentation: "Why is the Stained Glass Window a Glass Ceiling? Organizational Perspectives on Female Bishops in the Anglican Communion." Rev. Canon Judy Rois, Trinity College, University of Toronto and Alex Faseruk, Memorial University of Newfoundland
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
2. hat is CEO Duality?
▪ When a CEO also serves as the Chairman of the Board of
Directors
▪ Splitting CEO duality is gaining acceptance within large US
companies
▪ Corporate disclosure and transparency are heightened when
the role of CEO and Chairman are split
▪ Prevalent topic due to the turbulence of the American
economy
▪ 80% of large US corporations have governance policies that
permit CEO duality, while large foreign corporations in
Europe do not.
3. Legislation
▪ Sarbanes-Oxley Act (SOX) –
Ø Regulates the financial activity and corporate governance of
public corporations
Ø Securities and Exchange Commission (SEC) regulates corporate
compliance with SOX
4. Legislation
▪ Exchange Act –
Ø Amendment to the Securities Exchange Act of 1934 to forbid
a dual CEO role (Release No. 34-48745)
Ø Requires board membership of listed public companies to
be predominately composed of independent directors, not
management
5. Legislation
▪ Exchange Act –
Ø Amendment to Regulation S-K to enhance corporate
governance and disclosure policies (Release No. 34-60280)
Ø Restricts CEOs from dually serving as Chairman of the Board
unless companies can justify and disclose its reasoning
6. Theory
▪ Agency Theory
Ø Defines the relationship existing between a stockholder
(principal) and management (agent)
Ø Assumes an agent will select the best option to enhance their
own personal benefit
7. Theory
▪ Perspectives
Ø Advocates and Agency theorists believe the CEO duality
position hinders firm performance
Ø Proponents of duality believe one central authority figure
reduces confusion
8. ethodology, Analysis, and Results
▪ This study seeks to reveal the degree to which CEO duality
roles exist today in large US publicly traded corporations
▪ Analysis incorporated the top 500 revenue-generating firms
for 2008 and 2010
▪ 432 companies remained on the Fortune 500 in 2010
▪ 86 companies appointed a new CEO
▪ Supplementary analysis focuses on the 86 new CEOs
9.
10.
11.
12.
13.
14. onclusion
§ A fiduciary duty exists with boards of directors to protect the
interests of the shareholders
§ Dual CEOs have additional company insight and insiders have
greater firm knowledge that can permit efficiency in decisions
§ Weak board independence can promote moral hazard
15. onclusion
§ Large US companies are changing governance structures
§ Splitting the duality role is becoming more widely accepted in
order to increase corporate disclosure and transparency
16. Corporate Governance &
Transparency
Thank You for Attending
Patricia Abels & Joseph Martelli