This document provides an introduction to corporate governance. It begins by defining corporate governance and discussing the key theoretical models, including:
1) Principal-agent theory, which describes the conflicts of interest that can arise between managers (agents) and shareholders (principals) due to information asymmetries.
2) The separation of ownership and control in modern corporations, where professional managers control companies owned by dispersed shareholders.
3) The agency problems that can result from this separation, such as managers prioritizing their own interests through perks or empire building rather than maximizing shareholder value.
The document then discusses alternative forms of corporate organization beyond public companies, such as mutual organizations, before concluding with definitions
This document provides an introduction to corporate governance. It begins by defining corporate governance and discussing key theories, including the principal-agent model. It notes the separation of ownership and control in modern corporations. The document outlines various agency problems that can arise, such as between shareholders and managers, and majority vs minority shareholders. It also discusses alternative forms of organization like mutual organizations and employee-owned partnerships.
This document discusses strategy, ethics, and social responsibility. It begins with a quote from economist Milton Friedman that the sole social responsibility of business is to increase profits through legal means. The document then provides a roadmap of topics to be covered, including the linkage between strategy and ethics/social responsibility. It discusses the concept of business ethics and different categories of management morality. Finally, it examines approaches to managing a company's ethical conduct, from an unconcerned approach to an ethical culture approach.
Presentation provides an overview of the theoretical concepts in corporate governance, few definitions, methods to measure it and a brief overview of recent developments in corporate governance in the Caribbean.
This document provides an introduction to principles of finance. It discusses three types of business organizations - sole proprietorships, partnerships, and corporations. It also outlines four basic principles of finance: (1) money has a time value, (2) there is a risk-return tradeoff, (3) cash flows are the source of value, and (4) market prices reflect information. Additionally, it notes that the goal of financial managers is to maximize shareholder wealth, and discusses ways to reduce agency problems between managers and shareholders.
Jensen Meckling Agency Theory Presentation LuomaBreatheBusiness
The 1976 article by Jensen and Meckling introduced the concept of agency theory to analyze conflicts of interest between managers and owners of firms. It defined agency costs as the costs of monitoring, bonding, and residual loss incurred to mitigate divergences from shareholders' interests due to differing goals of managers. The paper also viewed the firm as a legal fiction serving as a nexus for contracts between individuals with conflicting objectives, rather than as a single maximizing entity. It integrated prior research on property rights, organization theory, and incentives to develop a new understanding of corporate ownership structure.
This document provides an overview of different economic theories related to cooperatives, including:
1. Agency theory which examines the principal-agent relationship in businesses.
2. Transaction cost economics theory which studies how transactions are organized.
3. Game theory which analyzes strategic decision making, and is used to understand organizations.
4. Contract theory which draws on principles of financial behavior to understand legal agreements.
For each theory, concepts, characteristics, forms, and criticisms are outlined. Welfare economics as a branch concerned with community welfare and happiness is also briefly discussed.
Agency theory explains corporate governance through the relationship between principals (shareholders) and agents (managers). It is based on the separation of ownership and control in companies. The key aspects of agency theory are the agency problem that arises due to differing objectives between principals and agents, agency costs incurred by principals to monitor agents, and mechanisms like incentive compensation that aim to align goals and reduce agency costs.
This document provides an introduction to corporate governance. It begins by defining corporate governance and discussing key theories, including the principal-agent model. It notes the separation of ownership and control in modern corporations. The document outlines various agency problems that can arise, such as between shareholders and managers, and majority vs minority shareholders. It also discusses alternative forms of organization like mutual organizations and employee-owned partnerships.
This document discusses strategy, ethics, and social responsibility. It begins with a quote from economist Milton Friedman that the sole social responsibility of business is to increase profits through legal means. The document then provides a roadmap of topics to be covered, including the linkage between strategy and ethics/social responsibility. It discusses the concept of business ethics and different categories of management morality. Finally, it examines approaches to managing a company's ethical conduct, from an unconcerned approach to an ethical culture approach.
Presentation provides an overview of the theoretical concepts in corporate governance, few definitions, methods to measure it and a brief overview of recent developments in corporate governance in the Caribbean.
This document provides an introduction to principles of finance. It discusses three types of business organizations - sole proprietorships, partnerships, and corporations. It also outlines four basic principles of finance: (1) money has a time value, (2) there is a risk-return tradeoff, (3) cash flows are the source of value, and (4) market prices reflect information. Additionally, it notes that the goal of financial managers is to maximize shareholder wealth, and discusses ways to reduce agency problems between managers and shareholders.
Jensen Meckling Agency Theory Presentation LuomaBreatheBusiness
The 1976 article by Jensen and Meckling introduced the concept of agency theory to analyze conflicts of interest between managers and owners of firms. It defined agency costs as the costs of monitoring, bonding, and residual loss incurred to mitigate divergences from shareholders' interests due to differing goals of managers. The paper also viewed the firm as a legal fiction serving as a nexus for contracts between individuals with conflicting objectives, rather than as a single maximizing entity. It integrated prior research on property rights, organization theory, and incentives to develop a new understanding of corporate ownership structure.
This document provides an overview of different economic theories related to cooperatives, including:
1. Agency theory which examines the principal-agent relationship in businesses.
2. Transaction cost economics theory which studies how transactions are organized.
3. Game theory which analyzes strategic decision making, and is used to understand organizations.
4. Contract theory which draws on principles of financial behavior to understand legal agreements.
For each theory, concepts, characteristics, forms, and criticisms are outlined. Welfare economics as a branch concerned with community welfare and happiness is also briefly discussed.
Agency theory explains corporate governance through the relationship between principals (shareholders) and agents (managers). It is based on the separation of ownership and control in companies. The key aspects of agency theory are the agency problem that arises due to differing objectives between principals and agents, agency costs incurred by principals to monitor agents, and mechanisms like incentive compensation that aim to align goals and reduce agency costs.
The document discusses principal-agent theory and different approaches to addressing principal-agent problems, including through incentives, monitoring, and cooperation. It provides examples of how firms like Pepsico rely more on incentives, while General Motors relies more on monitoring. Cooperation and teamwork are emphasized at firms like Southwest Airlines. The challenges of balancing incentives with risk are also covered.
This document discusses corporate governance. It begins with names and numbers that are likely people involved in a company. It then provides definitions of corporate governance from Cadbury and Wolfensohn emphasizing transparency, accountability, and fairness. The pillars of corporate governance are listed as accountability, fairness, transparency, and independence. Key players and elements are mentioned along with the significance of corporate governance changing due to factors like globalization and scandals. Agency theory and its relationship between principals and agents is summarized. Three models of corporate governance are outlined for the Anglo-US, Japanese, and German systems with details about their board compositions and structures.
The document discusses the history and definitions of corporate governance. It provides several definitions of corporate governance from different sources that generally see it as the system for directing and controlling companies, balancing economic and social goals, and motivating efficient management. The document then gives a historical perspective on how corporate governance grew in importance after scandals in the 1970s/80s and economic crises in Asia in the late 1990s, leading to reforms and greater focus on transparency, oversight and stakeholder interests.
This document summarizes an economics tutorial on organization and corporate governance. It covers three key topics:
1. Introduction to transactions, firms, markets, and theories of the firm. It discusses how transaction cost theory explains why firms exist to coordinate economic activity more efficiently than markets alone.
2. Economic analysis of organization using transaction cost theory. It defines transaction costs and explains how they influence governance structure choices. Firms seek to minimize transaction costs internally and externally.
3. Corporate governance and executive compensation. Transaction cost theory is applied to understand organizational design and contracts between owners and managers of corporations.
This document discusses types of business organizations and business cycles. It begins by defining business as economic activities undertaken to satisfy human wants or make a living through the production, purchase, sale or exchange of goods and services. Business activities are classified as industry, which refers to production, or commerce, which refers to exchange.
The key features of business identified are the exchange of goods/services, continuity in dealing, profit motive, and elements of risk. The major forms of business organization discussed are sole proprietorships, partnerships, joint stock companies, Hindu undivided families, cooperatives, and public enterprises. Sole proprietorships are defined as businesses owned and managed by one individual, while partnerships involve two or more individuals jointly
This document discusses agency theory and corporate governance. It explains that agency theory involves the problem that directors control a company although shareholders own it, which can create conflicts of interest. The key concepts are that agents (directors) may not always act in the best interests of the principals (shareholders). This separation of ownership and control leads to agency costs as principals try to monitor agents' behavior. Various measures are discussed to help resolve agency problems and ensure good corporate governance, such as codes of conduct, shareholder voting rights, and regulation.
This document summarizes the key elements of the German model of corporate governance. It outlines that the German model is characterized by the important role of large shareholders, particularly banks, ownership of companies. It also notes the two-tier board structure, with a management board and supervisory board, and labor representation on the supervisory board for large companies. The document concludes by stating that the German system of corporate governance emphasizes the role of large shareholders and banks, this two-tier board structure, and is regulated by both federal and state law.
The agency problem arises due to the separation of ownership and management in corporations. Managers may prioritize their own goals over maximizing shareholder wealth. This problem can be prevented by market forces like institutional investors influencing management decisions and hostile takeovers that threaten managers. It also involves agency costs like monitoring, bonding, and structuring manager compensation to incentivize wealth maximization for shareholders.
This document summarizes a study on the effect of corporate governance on the performance of Jordanian industrial companies listed on the Amman Stock Exchange. The study aims to determine if corporate governance and performance indicators are affected by proposed variables. It examines factors that may influence corporate governance and the effect of governance on performance measures like market price, market-to-book value, and price-to-earnings ratio. Data was collected from 44 randomly selected industrial firms over 2000-2007 and hypotheses were tested using statistical models to analyze the relationships between variables and corporate governance and performance.
This document provides an overview of transaction cost economics (TCE) and its application to the boundaries of the firm. It discusses how TCE, pioneered by Oliver Williamson, explains why firms vertically integrate to bring production stages in-house in order to reduce transaction costs, especially when asset specificity is present. The document also briefly describes alternative formal approaches to firm boundaries based on incomplete contracts, like the property rights theory of Grossman, Hart, and Moore, and relational contract theories.
This presentation covers a brief history of Germany's corporate governance framework, its features (including key players, board structure, and capital providers), public sector actors, two case study examples (Volkswagen & Trumpf), recent trends, and comments on the balance of powers.
This document discusses agency problems that can arise in principal-agent relationships. Specifically:
- An agency problem occurs when the interests of the principal and agent conflict, as the agent may act in their own interest rather than the principal's.
- In finance, the two main agency relationships are between managers and stockholders, and managers and creditors.
- Agency costs are incurred to try to align the agent's actions with the principal's interests, including contracting, monitoring, and losses from unresolved problems. Monitoring and compensation schemes aim to resolve these conflicts.
Agency theory examines conflicts of interest that arise between parties in a principal-agent relationship, such as between shareholders and company managers. It aims to align their goals and reconcile different risk tolerances. Mechanisms for dealing with conflicts include incentive-based executive compensation, monitoring by shareholders, and the threat of firing or takeover. Agency costs are those borne by shareholders to encourage managerial wealth maximization rather than self-interest. The theory has implications for ethics in balancing principals' and agents' respective duties and interests.
1. The traditional model of Japanese corporate governance involved significant state intervention and coordination between firms through keiretsu groups. This model led to sustainable long-term growth over nearly 40 years.
2. However, concerns grew about issues like asymmetric information, moral hazard, and the negative consequences of separating ownership and control. Abenomics aims to introduce a new model focused on short-term shareholder returns through measures like Japan's Corporate Governance Code.
3. Shifting from the traditional model to a new system focused on shareholders risks creating economic inequalities if not implemented carefully. The change will need to be gradual to allow firms time to adapt, like a reptile shedding its skin.
This document discusses corporate governance and agency problems. It defines corporate governance as the processes, structures and information used to direct and oversee management of an institution. Agency problems can arise when manager and shareholder goals are not aligned. The document outlines various theories of corporate governance like agency theory and stakeholder theory. It also discusses the importance of corporate governance, principles of good governance, and how corporations can provide incentives to align stakeholder goals.
An overview of managerial finance-IBF-CH#1Junaid hancock
This document provides an overview of managerial finance. It discusses what finance entails, the general areas of finance, and how finance fits within the organizational structure of a firm. It also covers alternative forms of business organization like proprietorships, partnerships, and corporations. The document discusses how corporations aim to maximize shareholder wealth through capital structure, capital budgeting, and dividend policy decisions. It addresses agency relationships between shareholders and managers and factors that can influence stock price. The document concludes with brief discussions of business ethics and reasons why firms operate internationally.
The document discusses various concepts related to management principles including:
1. Definitions of management, planning, mission, vision, policies, and strategic planning.
2. Approaches to planning like top-down and bottom-up. Planning premises include internal/external and controllable/uncontrollable factors.
3. Definitions of management by objectives (MBO) and strategies. MBO integrates key managerial activities to achieve goals.
4. Decision making involves selecting alternatives using experience, experimentation, or research/analysis. TOWS matrix matches threats/opportunities with weaknesses/strengths.
5. Forecasting predicts future conditions to guide the organization. Planning is essential for
Contract theory studies how parties construct contractual agreements in situations of asymmetric information. It represents decision makers' behavior under certain utility structures and aims to motivate optimal actions. Standard models examine moral hazard when actions are unobserved and adverse selection when private information exists. Incomplete contracting research analyzes the effects of inability to specify all future states. Contract theory helps understand privatization costs/benefits and ensures managers act in investor interests. It provides a means to design better agreements and institutions by considering incentive structures.
The document discusses different models of corporate governance around the world. It focuses on describing the Anglo-American model, which is used as the basis for corporate governance in countries like the US, UK, Canada, and Australia. The key aspects of the Anglo-American model are that it separates ownership and control of companies, with shareholders appointing directors who then appoint managers. It relies on effective communication between shareholders, the board, and management, with important decisions requiring shareholder approval through voting.
The document discusses agency problems that arise from the separation of ownership and control in corporations. It defines agency problems as managers potentially prioritizing their personal goals over corporate goals. It then outlines some ways that agency problems can be prevented, including through market forces like security market participants actively engaging in management and hostile takeovers, as well as through agency costs. Agency costs refer to the costs shareholders take on to try and ensure managers maximize shareholder wealth, such as through monitoring, bonding, and structuring manager compensation.
Value Addition To Enterpise Through Corporate GovernancePavan Kumar Vijay
This presentation discusses framework of corporate governance, the value of stakeholders in corporate governance value chain. It further enumerates the principles of corporate governance and how these principles of corporate governance can add value to an enterprise.
Production management deals with manufacturing products like cars and computers, while operation management covers both products and services. Production management requires more capital equipment to produce goods, while operation management requires more labor and less equipment for services. There is no customer participation during production, but operation management needs constant customer contact for services. The scopes of production and operation management include facility location, plant layout, material handling, process design, production planning and control, quality control, and material management.
The document discusses principal-agent theory and different approaches to addressing principal-agent problems, including through incentives, monitoring, and cooperation. It provides examples of how firms like Pepsico rely more on incentives, while General Motors relies more on monitoring. Cooperation and teamwork are emphasized at firms like Southwest Airlines. The challenges of balancing incentives with risk are also covered.
This document discusses corporate governance. It begins with names and numbers that are likely people involved in a company. It then provides definitions of corporate governance from Cadbury and Wolfensohn emphasizing transparency, accountability, and fairness. The pillars of corporate governance are listed as accountability, fairness, transparency, and independence. Key players and elements are mentioned along with the significance of corporate governance changing due to factors like globalization and scandals. Agency theory and its relationship between principals and agents is summarized. Three models of corporate governance are outlined for the Anglo-US, Japanese, and German systems with details about their board compositions and structures.
The document discusses the history and definitions of corporate governance. It provides several definitions of corporate governance from different sources that generally see it as the system for directing and controlling companies, balancing economic and social goals, and motivating efficient management. The document then gives a historical perspective on how corporate governance grew in importance after scandals in the 1970s/80s and economic crises in Asia in the late 1990s, leading to reforms and greater focus on transparency, oversight and stakeholder interests.
This document summarizes an economics tutorial on organization and corporate governance. It covers three key topics:
1. Introduction to transactions, firms, markets, and theories of the firm. It discusses how transaction cost theory explains why firms exist to coordinate economic activity more efficiently than markets alone.
2. Economic analysis of organization using transaction cost theory. It defines transaction costs and explains how they influence governance structure choices. Firms seek to minimize transaction costs internally and externally.
3. Corporate governance and executive compensation. Transaction cost theory is applied to understand organizational design and contracts between owners and managers of corporations.
This document discusses types of business organizations and business cycles. It begins by defining business as economic activities undertaken to satisfy human wants or make a living through the production, purchase, sale or exchange of goods and services. Business activities are classified as industry, which refers to production, or commerce, which refers to exchange.
The key features of business identified are the exchange of goods/services, continuity in dealing, profit motive, and elements of risk. The major forms of business organization discussed are sole proprietorships, partnerships, joint stock companies, Hindu undivided families, cooperatives, and public enterprises. Sole proprietorships are defined as businesses owned and managed by one individual, while partnerships involve two or more individuals jointly
This document discusses agency theory and corporate governance. It explains that agency theory involves the problem that directors control a company although shareholders own it, which can create conflicts of interest. The key concepts are that agents (directors) may not always act in the best interests of the principals (shareholders). This separation of ownership and control leads to agency costs as principals try to monitor agents' behavior. Various measures are discussed to help resolve agency problems and ensure good corporate governance, such as codes of conduct, shareholder voting rights, and regulation.
This document summarizes the key elements of the German model of corporate governance. It outlines that the German model is characterized by the important role of large shareholders, particularly banks, ownership of companies. It also notes the two-tier board structure, with a management board and supervisory board, and labor representation on the supervisory board for large companies. The document concludes by stating that the German system of corporate governance emphasizes the role of large shareholders and banks, this two-tier board structure, and is regulated by both federal and state law.
The agency problem arises due to the separation of ownership and management in corporations. Managers may prioritize their own goals over maximizing shareholder wealth. This problem can be prevented by market forces like institutional investors influencing management decisions and hostile takeovers that threaten managers. It also involves agency costs like monitoring, bonding, and structuring manager compensation to incentivize wealth maximization for shareholders.
This document summarizes a study on the effect of corporate governance on the performance of Jordanian industrial companies listed on the Amman Stock Exchange. The study aims to determine if corporate governance and performance indicators are affected by proposed variables. It examines factors that may influence corporate governance and the effect of governance on performance measures like market price, market-to-book value, and price-to-earnings ratio. Data was collected from 44 randomly selected industrial firms over 2000-2007 and hypotheses were tested using statistical models to analyze the relationships between variables and corporate governance and performance.
This document provides an overview of transaction cost economics (TCE) and its application to the boundaries of the firm. It discusses how TCE, pioneered by Oliver Williamson, explains why firms vertically integrate to bring production stages in-house in order to reduce transaction costs, especially when asset specificity is present. The document also briefly describes alternative formal approaches to firm boundaries based on incomplete contracts, like the property rights theory of Grossman, Hart, and Moore, and relational contract theories.
This presentation covers a brief history of Germany's corporate governance framework, its features (including key players, board structure, and capital providers), public sector actors, two case study examples (Volkswagen & Trumpf), recent trends, and comments on the balance of powers.
This document discusses agency problems that can arise in principal-agent relationships. Specifically:
- An agency problem occurs when the interests of the principal and agent conflict, as the agent may act in their own interest rather than the principal's.
- In finance, the two main agency relationships are between managers and stockholders, and managers and creditors.
- Agency costs are incurred to try to align the agent's actions with the principal's interests, including contracting, monitoring, and losses from unresolved problems. Monitoring and compensation schemes aim to resolve these conflicts.
Agency theory examines conflicts of interest that arise between parties in a principal-agent relationship, such as between shareholders and company managers. It aims to align their goals and reconcile different risk tolerances. Mechanisms for dealing with conflicts include incentive-based executive compensation, monitoring by shareholders, and the threat of firing or takeover. Agency costs are those borne by shareholders to encourage managerial wealth maximization rather than self-interest. The theory has implications for ethics in balancing principals' and agents' respective duties and interests.
1. The traditional model of Japanese corporate governance involved significant state intervention and coordination between firms through keiretsu groups. This model led to sustainable long-term growth over nearly 40 years.
2. However, concerns grew about issues like asymmetric information, moral hazard, and the negative consequences of separating ownership and control. Abenomics aims to introduce a new model focused on short-term shareholder returns through measures like Japan's Corporate Governance Code.
3. Shifting from the traditional model to a new system focused on shareholders risks creating economic inequalities if not implemented carefully. The change will need to be gradual to allow firms time to adapt, like a reptile shedding its skin.
This document discusses corporate governance and agency problems. It defines corporate governance as the processes, structures and information used to direct and oversee management of an institution. Agency problems can arise when manager and shareholder goals are not aligned. The document outlines various theories of corporate governance like agency theory and stakeholder theory. It also discusses the importance of corporate governance, principles of good governance, and how corporations can provide incentives to align stakeholder goals.
An overview of managerial finance-IBF-CH#1Junaid hancock
This document provides an overview of managerial finance. It discusses what finance entails, the general areas of finance, and how finance fits within the organizational structure of a firm. It also covers alternative forms of business organization like proprietorships, partnerships, and corporations. The document discusses how corporations aim to maximize shareholder wealth through capital structure, capital budgeting, and dividend policy decisions. It addresses agency relationships between shareholders and managers and factors that can influence stock price. The document concludes with brief discussions of business ethics and reasons why firms operate internationally.
The document discusses various concepts related to management principles including:
1. Definitions of management, planning, mission, vision, policies, and strategic planning.
2. Approaches to planning like top-down and bottom-up. Planning premises include internal/external and controllable/uncontrollable factors.
3. Definitions of management by objectives (MBO) and strategies. MBO integrates key managerial activities to achieve goals.
4. Decision making involves selecting alternatives using experience, experimentation, or research/analysis. TOWS matrix matches threats/opportunities with weaknesses/strengths.
5. Forecasting predicts future conditions to guide the organization. Planning is essential for
Contract theory studies how parties construct contractual agreements in situations of asymmetric information. It represents decision makers' behavior under certain utility structures and aims to motivate optimal actions. Standard models examine moral hazard when actions are unobserved and adverse selection when private information exists. Incomplete contracting research analyzes the effects of inability to specify all future states. Contract theory helps understand privatization costs/benefits and ensures managers act in investor interests. It provides a means to design better agreements and institutions by considering incentive structures.
The document discusses different models of corporate governance around the world. It focuses on describing the Anglo-American model, which is used as the basis for corporate governance in countries like the US, UK, Canada, and Australia. The key aspects of the Anglo-American model are that it separates ownership and control of companies, with shareholders appointing directors who then appoint managers. It relies on effective communication between shareholders, the board, and management, with important decisions requiring shareholder approval through voting.
The document discusses agency problems that arise from the separation of ownership and control in corporations. It defines agency problems as managers potentially prioritizing their personal goals over corporate goals. It then outlines some ways that agency problems can be prevented, including through market forces like security market participants actively engaging in management and hostile takeovers, as well as through agency costs. Agency costs refer to the costs shareholders take on to try and ensure managers maximize shareholder wealth, such as through monitoring, bonding, and structuring manager compensation.
Value Addition To Enterpise Through Corporate GovernancePavan Kumar Vijay
This presentation discusses framework of corporate governance, the value of stakeholders in corporate governance value chain. It further enumerates the principles of corporate governance and how these principles of corporate governance can add value to an enterprise.
Production management deals with manufacturing products like cars and computers, while operation management covers both products and services. Production management requires more capital equipment to produce goods, while operation management requires more labor and less equipment for services. There is no customer participation during production, but operation management needs constant customer contact for services. The scopes of production and operation management include facility location, plant layout, material handling, process design, production planning and control, quality control, and material management.
Evolution of production & operation managementFaizan Ahmad
The document summarizes the historical evolution of production and operation management from the 18th century to the present. It traces key developments such as Adam Smith's theories of specialization of labor in 1776, Frederick Taylor's scientific management principles from 1900, the development of operations research during World War 2, the introduction of computers and digital technology from the 1940s-1950s, and more recent incorporations of concepts like quality management, robotics, and CAD-CAM. The evolution has involved an increasing focus on integrating operations with overall business strategy and using analytical techniques and new technologies to improve productivity and quality over time.
1.introduction of production and operations managementAkash Bakshi
This document discusses production management and the objectives of production management. It begins by defining production, operations, and production management. It then outlines the ultimate objectives of production management as producing a product at a pre-established cost, specified quality, and within a stipulated time period. The intermediate objectives are related to machinery/equipment, materials, manpower, and manufacturing services. The document concludes that the key objectives of production are to develop a high quality product, produce the correct quantity, deliver it on time, and perform these functions at the right price.
Issues in Corporate Governance: Company Directors – Their Duties According to the Company Law & Corporate Governance.
1. Directors are fiduciaries, i.e. empowered to oversee the management - to ensure that it is effective, honest, and dedicated to managing the company for the benefit of its shareholders and to enhance shareholder value.
2. Rules are largely common law and equitable rather than statutory.
3. As overseers, directors should serve as advisers, monitors, counselors, protagonists, and critics but not as bulldogs
Lean production aims to maximize customer value while minimizing waste. It originated from Toyota and focuses on eliminating sources of waste. Just-in-time (JIT) is a key element of lean production that seeks to provide the right part at the right place at the right time with zero inventory. JIT was developed by Toyota in Japan in the 1970s and has since spread worldwide. Bisleri uses JIT in its production process by reducing stocks and using a kanban signaling system between production line workers.
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
Production and operation management ppt @ bec doms bagalkot Babasab Patil
Production management involves understanding production systems and dynamics to achieve quality, productivity, delivery performance and customer satisfaction at low cost. Advanced methodologies like CAD, CIM, JIT and lean manufacturing help optimize production through integrated information systems. Operations management coordinates production activities like planning, scheduling and quality control to efficiently transform inputs into outputs. Strategic decisions consider strengths, weaknesses and the environment to formulate operations strategies to maximize competitiveness.
This document discusses production and operations management. It begins with definitions of production management and operations management. It then provides a historical overview of the evolution of the field from Adam Smith's specialization of labor to more modern contributions. The rest of the document defines concepts related to production systems including inputs, transformation processes, outputs, and classifications like job shop, batch, mass, and continuous production.
Production and Operations Management- Chapters 1-8vc_santos
This document provides an overview of operations management. It defines operations management as planning, coordinating, and controlling resources to produce products and services. It discusses the differences between manufacturing and service operations. It then covers major historical developments in operations management from the Industrial Revolution to modern concepts like supply chain management and e-commerce. Finally, it discusses operations strategy and how firms can compete based on factors like cost, quality, time, and flexibility.
This document provides an overview of agency theory and stewardship theory as they relate to corporate governance. It defines agency theory as concerned with conflicts of interest between shareholders, managers, and bondholders due to diverging goals and information asymmetries. The document discusses how agency problems manifest in investment, financing, and risk preference decisions. It also outlines strategies for managing agency problems, such as performance-based pay and restrictive debt covenants. Stewardship theory is introduced as an alternative perspective that views managers as inherently trustworthy and motivated by non-financial factors like responsibility. The document compares how agency and stewardship theories approach CEO duality and board governance. Finally, it provides sample assignment questions analyzing aspects of both theories.
Unit 1 Introduction to Corporate Governance
Unit 2 Theory of the Firm
Unit 3 Corporate Governance and the Role of Law
Unit 4 Corporate Governance Around the World
Unit 5 Board Composition and Control
Unit 6 CEO Compensation
Unit 7 International Governance
Unit 8 Overview of Corporate Governance Codes
This document provides an introduction to corporate finance. It defines corporate finance as dealing with capital budgeting, capital structure, and working capital management. It discusses the primary forms of business organization including sole proprietorships, partnerships, corporations, and limited liability companies. The primary objective of corporations is to maximize shareholder wealth by increasing the intrinsic value of the company's stock. The document also covers agency problems that can arise between shareholders and managers, and how financial markets help corporations raise capital.
This document discusses different political and economic systems from a business perspective, focusing on communism, capitalism, and corporate governance. It outlines the key characteristics of communism, including prioritizing collective over individual goals and state ownership of enterprises. Capitalism is defined as an economic system based on private ownership and profit motivation. The goals of businesses as maximizing profits through sales and market expansion are described. Different forms of business ownership like sole proprietorships, partnerships, and corporations are compared. The document focuses on corporations, explaining how the separation of ownership and management can lead to governance problems if not properly monitored and incentivized.
BGS-Module 2-Corporate Governance and CSR.pptxvijay312820
Corporate governance refers to the system and processes by which companies are directed and controlled. It establishes accountability, oversight and transparency of a corporation's management and board of directors to its stakeholders such as shareholders, creditors, auditors and regulators. Effective corporate governance helps ensure the efficient functioning of companies and markets. It becomes increasingly important due to changing ownership structures, a focus on social responsibility and the growing number of corporate scams.
Agency theory examines conflicts of interest that arise between parties in a principal-agent relationship, such as between shareholders and company managers. It aims to align their goals and reconcile different risk tolerances. Mechanisms for dealing with conflicts include incentive-based executive compensation, shareholder monitoring and intervention, and the threat of firing or takeover. Agency costs refer to the costs shareholders incur to encourage managerial wealth maximization over self-interest. The theory has implications for ethics in balancing principals' and agents' respective duties and interests.
This document discusses concepts related to company law and corporate governance. It defines corporate governance as the approach to decision making and implementation, which may relate to corporate, national, or local issues and includes both formal and informal groups involved in decision making. Examples of these groups in rural and urban areas are provided. The document also discusses the Maxwell and Polly Peck scandals which paved the way for corporate governance regulations. It defines agency theory and problems, such as conflicts between shareholders and management, and provides examples of agency problems at companies like Enron and WorldCom. Finally, it briefly discusses stakeholder theory and different models of corporate governance.
FINANCIAL MANAGEMENT, ROLE OF FINANCIAL MANAGEMENT, IMPORTANCE OF FINANCIAL MANAGEMENT, FEATURES OF FINANCIAL MANAGEMENT, SCOPE OF FINANCIAL MANAGEMENT, FUTURE OF FINANCIAL MANAGEMENT, etc.
The document discusses several theories related to business and accounting:
1) Agency theory addresses the relationship between principals and agents and how their differing interests can lead to agency costs.
2) Information asymmetry and signaling theory examine how the distribution of information impacts decision making and how managers can signal information to investors.
3) Enterprise and stakeholder theories view companies as having responsibilities to various stakeholder groups beyond just shareholders. Sharia enterprise theory incorporates Islamic principles.
4) Regulation theory argues capitalism leads to instability and examines how varieties of capitalism attempt to manage this.
The document discusses various aspects of corporate governance including:
1. The separation of ownership and control in corporations and the principal-agent problem this creates.
2. The roles of boards of directors, accountants, banks, creditors, shareholders and regulations in corporate governance.
3. Emerging issues like the Sarbanes-Oxley Act and reforms in the Philippines.
The document discusses various aspects of corporate governance including:
1. The history and key concepts of corporate governance such as the separation of ownership and control.
2. The roles of boards of directors, accountants, banks, creditors, shareholders and regulations in ensuring good corporate governance.
3. Emerging issues like the Sarbanes-Oxley Act and reforms in the Philippines.
This document provides an overview and introduction to key concepts in corporate finance. It discusses the main tasks of corporate finance including capital budgeting, capital structure, and working capital management. It also covers the goals of financial management, including maximizing shareholder value. Agency problems that can arise between managers and shareholders are explained. The roles of the CFO, treasurer, and controller are outlined. Ethical considerations and corporate governance mechanisms are also summarized.
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Mba1034 cg law ethics week 2 corporate governance intro
1. INTRODUCTION TO
CORPORATE GOVERNANCE
Stephen Ong, BSc(Hons) Econs (LSE),
MBA International Business(Bradford)
Visiting Fellow, Birmingham City University
Visiting Professor, Shenzhen University
MBA1034 GOVERNANCE, LAW & ETHICS
3. Lecture Aims
• This lecture aims to introduce you to the subject
area of corporate governance.
• the various definitions of corporate governance,
reviews the main objective of the corporation
and explains how corporate governance
problems change with ownership and control
concentration.
• the main theories underpinning corporate
governance.
• forms of organisations including public listed
entities, mutual organisations, cooperatives and
partnerships.
4. Learning Outcomes
• By the end of this lecture, you should be able to:
1. Contrast the different definitions of
corporate governance
2. Critically review the principal–agent model
3. Discuss the agency problems of equity and
debt
4. Explain the corporate governance problem
that prevails in countries where corporate
ownership and control are concentrated
5. Distinguish between ownership and control.
5. The Basics
• In what follows, we focus on stock-exchange listed
firms.
• These firms are typically in the form of stock
corporations that have equity stocks or shares
outstanding.
• Stocks or shares are certificates of ownership that
frequently confer control rights, i.e. voting rights.
• Voting rights enable their holders, the shareholders,
to vote at the annual general shareholders’ meeting
(AGM).
6. The Basics (Continued)
• Voting shares confer the right to appoint the
members of the board of directors.
• The board of directors is the ultimate governing
body within the firm.
• Its role, in particular that of the non-executive
directors, is to look after the interests of all the
shareholders.
• It may also look after the interests of other
stakeholders such as the employees and the
firm’s creditors.
7. The Basics (Continued)
• More precisely, it is the non-executives’ role
to monitor the firm’s top management,
including its executives.
8. Defining Corporate Governance
• Most definitions are based on implicit or explicit
assumptions about the main objective of the
firm.
• However, there is no universal agreement as to
what this objective should be.
• For example, Andrei Shleifer and Robert Vishny
define corporate governance as “the ways in
which suppliers of finance assure themselves of
getting a return on their investment”.
• This definition assumes that the main objective
of the firm is to maximise shareholder value.
9. Defining Corporate Governance …
• They justify this focus by the argument that
investments in the firm by the shareholders
(as well as the debtholders) are sunk funds.
• In contrast, the other stakeholders can easily
walk away from the firm without losing their
investments.
• Hence, the shareholders are the residual risk
bearers or the residual claimants to the firm’s
assets.
10. Defining Corporate Governance …
• If the firm enters financial distress, the claims
of all the other stakeholders will be met first
before the claims of the shareholders can be
met.
11. Defining Corporate Governance …
• In contrast, Marc Goergen and Luc Renneboog’s
definition allows for differences across countries
in terms of the main objective of the firm:
“A corporate governance system is the
combination of mechanisms which
ensure that the management … runs the
firm for the benefit of one or several
stakeholders... Such stakeholders may
cover shareholders, creditors, suppliers,
clients, employees and other parties with
whom the firm conducts its business.”
12. Defining Corporate Governance …
• For example, German corporate law
explicitly includes other stakeholder
interests in the firm’s objective function.
• The German Co-determination Law of
1976 requires firms with more than
2,000 employees to have half of the
supervisory board seats held by
employee representatives.
13. Figure 1 – Whose company is it?
Notes: The number of firms surveyed is 50 for France, 100 for Germany, 68
for Japan, 78 for the UK and 82 for the USA.
Source: Yoshimori, M. (1995), “Whose Company is It? The Concept of the
Corporation in Japan and the West”, Long Range Planning 28, p.34.
14. Defining Corporate Governance …
• A more neutral definition is that corporate
governance deals with conflicts of interests
between
– the providers of finance and the managers;
– the shareholders and the stakeholders;
– different types of shareholders (mainly the large
shareholder and the minority shareholders)
and the prevention or mitigation of these
conflicts of interests.
• This is the definition adopted by this module.
15. Corporate Governance Theory
“It is in the interest of every man to live as
much at his ease as he can; and if his
emoluments are to be precisely the same,
whether he does, or does not perform
some laborious duty, it is certainly his
interest, at least as interest is vulgarly
understood, either to neglect it altogether,
or, if he is subject to some authority
which will not suffer him to do this, to
perform it in as careless and slovenly a
manner as that authority will permit.”
Smith, A. (1776), An Inquiry into the Nature and Causes of the Wealth of
Nations, reprinted in K. Sutherland (ed.) (1993), World’s Classics, Oxford:
Oxford University Press.
16. Corporate Governance Theory …
• This quote illustrates the conflict of interests
that may exist between an agent and the
agent’s principal.
• Michael Jensen and William Meckling
formalised these conflicts of interests in their
principal–agent theory.
• While the agent has been asked by the
principal to carry out a specific duty, the
agent may not act in the best interest of the
principal once the contract has been signed.
17. Corporate Governance Theory …
• The agent may rather prefer to act in his own
interest.
• Economists call this moral hazard.
• Moral hazard is not just an issue in corporate
governance, but it is also a major issue for
insurance companies.
• One way of addressing principal–agent
problems is via so called complete contracts.
18. Corporate Governance Theory …
• Complete contracts are contracts which specify
exactly what
– the managers must do in each future contingency of
the world; and
– what the distribution of profits will be in each
contingency.
• In practice, contracts are unlikely to be complete
as
– it is impossible to predict all future contingencies of
the world;
– such contracts would be too complex to write; and
– they would be difficult or even impossible to
monitor and reinforce by outsiders such as a court of
law.
19. Corporate Governance Theory …
• A necessary condition for moral hazard to exist
and for complete contracts to be impossible is
the existence of asymmetric information.
• Asymmetric information refers to situations
where one party, typically the agent, has more
information than the other party, the principal.
• If both parties had access to the same
information at all times, then there would be
no moral hazard problem.
20. Corporate Governance Theory …
• Moral hazard exists because the principal
cannot keep track of the agent’s actions at all
times.
• Even ex post, it is sometimes difficult for the
principal to judge whether failure is due to the
agent or external circumstances.
• Jensen and Meckling’s principal–agent model
also assumes that there is a separation of
ownership and control.
21. Corporate Governance Theory …
• Adolf Berle and Gardiner Means were the first to
point out this separation in their 1932 book The
Modern Corporation and Private Property.
• A firm starts off as a small business, fully owned
by its founder, typically an entrepreneur.
• At this stage, there are no conflicts of interests
as the entrepreneur both owns and runs the
firm.
• As the firm grows, it becomes more and more
difficult for the entrepreneur to provide all the
financing.
22. Corporate Governance Theory …
• Eventually, the entrepreneur will need
to raise outside finance.
• Once outside finance has been raised,
the entrepreneur’s incentives to work
hard have been reduced.
• Ultimately, the entrepreneur will sell out
and the firm ends up being run by
professional managers on behalf of its
shareholders.
23. Corporate Governance Theory …
• Hence, there is a clear division of labour in the
modern corporation with
– the manager, the agent, having the expertise to run
the firm, but not the funds to finance it; and
– the shareholders, the principal(s), having the
required funds, but not the skills to run the firm.
• In practice, control lies with the managers who
run the day-to-day operations of the firm
whereas the firm is owned by the shareholders.
• Hence the separation of ownership and control.
24. Corporate Governance Theory …
• However, the agent may prefer to run the firm in
his own interests rather than those of the
principal.
• This is the principal–agent problem (agency
problem).
• The main consequence of this problem is agency
costs.
• These are the sum of
– the monitoring expenses incurred by the principal;
– the bonding costs accruing to the agents; and
– any residual loss.
25. Agency Problems
• The two main types of agency problems are
– perquisites and
– empire building.
• Perquisites or perks consist of on-the-job
consumption by the managers.
• While the benefits from the perks accrue to the
managers, their costs are borne by the
shareholders.
• Examples of perks are CEO mansions financed by
the firm and personal usage of corporate jets.
26. Agency Problems (Continued)
• The former CEO of Tyco International
had his company fund his wife’s 40th
birthday party in Sardinia at a cost of
US$1 million.
• “Former Merrill CEO John Thain spent
$1.2 million to renovate his offices,
including installation of a $35,000
toilet.” Source: The Gazette, 28 March
2009, p. B1.
27. Agency Problems (Continued)
• While perks can cause public outrage, especially
when they are combined with lacklustre
performance, they tend to be modest compared to
empire building.
• Empire building consists of managers pursuing
growth rather than shareholder-value
maximisation.
• While there is a link between the two, growth does
not necessarily generate shareholder value and
vice-versa.
• Empire building is also referred to as Jensen’s free
cash flow problem.
28. Agency Problems (Continued)
• The free cash flow problem consists of managers
investing beyond the point where investment
projects earn an adequate return given their risk.
• So why would managers be tempted by empire
building?
• Managers derive benefits from increasing the size of
their firm.
• Such benefits include increased power and social
status.
• Managerial remuneration has also been shown to
depend on firm size.
29. Agency Problems of Debt and Equity
• So far, we have focused on the agency problem of
equity, i.e. the agency problem between the
managers and the shareholders.
• However, there also exists an agency problem of
debt.
• When there is very little equity left (e.g. when the
firm is in financial distress), the shareholders may
be tempted to gamble with the debtholders’ money.
• They may do so by investing the firm’s funds into
high-risk projects.
30. Agency Problems of Debt and Equity
(Continued)
• If the project fails, the major part of the costs
will be borne by the debtholders.
• If the project is successful, most of its payoff
will go to the shareholders given that the
debtholders’ claims have a limited upside.
31. Figure 2 – Firm value
Value of
debt
Value of
equity
Financial
Firm value
distress
Value of debt and
equity
32. Agency Problems of Debt and Equity
• Jensen and Meckling argue that, given that
there are agency costs from both debt and
equity, there is an optimal mix of debt and
equity which minimises the sum of the
agency costs of debt and equity.
34. The Expropriation of Minority
Shareholders
• The principal–agent model is based on the
Berle-Means premise that, as firms grow,
ownership eventually separates from control.
• However, this is only an accurate description of
the Anglo-American system of corporate
governance.
• In the rest of the world, most stock-exchange
listed firms have large shareholders exerting
significant control over the firm.
• Hence, the main conflict of interests is between
the large shareholder and the minority
shareholders.
35. • Minority shareholders may face the danger of
being expropriated by the large shareholder
via e.g.
– tunnelling;
– transfer pricing;
– nepotism; and
– Infighting.
• Tunnelling consists of the large shareholder
transferring the firm’s assets or profits into
his own pockets.
The Expropriation of Minority Shareholders…
36. • The large shareholder may also expropriate the
minority shareholders via transfer pricing, i.e. by
overcharging the firm for services or assets
provided.
• Tunnelling and transfer pricing involving the
large shareholder are also sometimes referred to
as related-party transactions.
• Large shareholders may be even more tempted
to engage in related-party transactions in the
presence of ownership pyramids.
The Expropriation of Minority Shareholders …
37. Figure 4 – Expropriation of the minority
shareholders by the large shareholder
Large shareholder
Firm A Firm B
51% 100%
38. Figure 5 – Leveraging control and increasing
the potential for expropriation
Large shareholder
Holding Co. Firm B
51%
51%
100%
Firm A
39. • Other forms of minority shareholder
expropriation include nepotism and infighting.
• Nepotism consists of the large family
shareholder appointing family members to top
management positions rather than the most
suitable candidates on the job market.
• Infighting may not necessarily be a wilful form
of expropriating the firm’s minority
shareholders, but nevertheless is likely to deflect
management time as well as other firm
resources.
The Expropriation of Minority
Shareholders …
41. Alternative Forms of Organisation
and Ownership
• The main alternative to the stock corporation
is the mutual organisation.
• A mutual organisation is owned by and run
on behalf of its members.
• For example, a mutual bank is owned by its
savers and borrowers.
• Both stock corporations and mutual
organisations are likely to suffer from the
principal–agent problem.
42. Alternative Forms of Organisation
and Ownership …
• However, this problem may be more severe
in mutual organisations given that stock
corporations benefit from a range of
mechanisms that mitigate agency problems.
• These include
– the threat of a hostile takeover
– monitoring by large shareholders
– ownership of stock options and stocks by
managers and employees
– a market price for the stocks.
43. • As each member of a mutual organisation has
only one vote, this prevents the emergence of
powerful owners.
• Through the 1980s/90s, a number of UK mutual
building societies went through a
demutualisation.
• They changed their legal status to a stock
corporation and applied for a stock exchange
listing.
• At the time, it was thought that this would result
in a major improvement in the efficiency of
these organisations.
Alternative Forms of Organisation
and Ownership …
44. • However, roughly 20 years later
several of the demutualised building
societies had to be nationalised as a
result of the subprime mortgage
crisis.
• Northern Rock was the object of the
first bank run on a British financial
institution for more than 150 years.
• Overall, it is still unclear which of
the two organisational forms is
superior.
Alternative Forms of Organisation
and Ownership …
45. • One of the potential benefits of the mutual
form is that it avoids conflicts of interests
between owners and customers.
• These conflicts tend to be severe for long-
term products and services as the owners
may be tempted to expropriate the
customers.
• For these products and services the mutual
form is superior as it merges the functions of
owner and customer.
Alternative Forms of Organisation
and Ownership …
46. • While mutual organisations are not subject to
the disciplining role of the stock market, they
have their own disciplinary mechanism.
• The members of a mutual organisation are
allowed to withdraw their funds at any time.
• Such withdrawals reduce the financial basis
of the mutual.
• In contrast, stock corporations do not see
their funds shrink when shareholders sell
their shares.
Alternative Forms of Organisation
and Ownership …
47. • Some commercial organisations are in the form of
partnerships and owned by their employees
– Goldman Sachs
– John Lewis Partnership.
• Sanford Grossman, Oliver Hart and John Moore’s
theory of property rights predicts when
employees should have ownership of their firm.
• Employees should be given property rights if they
have to make investments in their human capital
which are highly specific (idiosyncratic) to the
firm.
Alternative Forms of
Organisation and Ownership ..
48. Defining Ownership and Control
• Ownership is defined as ownership of cash
flow rights.
• Cash flow rights give the holder a pro rata
right to the firm’s assets and earnings.
• Control is defined as ownership of control
rights.
50. Cases - Goldman Sachs and Its
Reputation
• Goldman Sachs is a bank, but it does not take
deposits, issue credit cards, make mortgage
loans, or interact with consumers
• Goldman was the most prestigious and most
profitable of the investment banks
• Goldman Sachs had been a major participant in
the events leading up to the financial crisis
• During the financial crisis Goldman performed
much better than other banks
51. The Nonmarket Environment of the
Financial Services Industry
Issues
Interests
Institutions
Information
52. Conclusions
• The link between the objective of the firm
and the definition of corporate governance.
• The principal–agent model.
• The expropriation of minority shareholders.
• Conflicts of interests as the definition of
corporate governance adopted by this
module.
• Ownership versus control.
53. Idea for Discussion
Brendan McSweeney, (2008),"Maximizing
shareholder-value: A panacea for
economic growth or a recipe for economic
and social disintegration?", critical
perspectives on international business,
Vol. 4 Iss: 1 pp. 55 – 74
54. Further Reading
• Solomon, Jill (2010) Corporate Governance and Accountability
3rd Edition, Wiley, UK. Ch.1-3
• Larcker, David & Tayan, Brian (2011) Corporate Governance
Matters, FT Press/Pearson New Jersey. Ch.1
• Goergen, Marc (2012) International Corporate Governance,
Pearson. Ch.1
• Monks, A.G. & Minow, N. (2011) Corporate Governance, 5th
Edition, Wiley. Ch.1
• Johnson, Gerry, Whittington, Richard & Scholes, Kevan (2011),
9th edition, FT Prentice Hall/Pearson UK..Ch.4
• CIMA - Performance Strategy: Study Text (2011) BPP Learning
Media Ltd. Part B : 3
• Baron, David P.(2013) Business and its environment, 7th
Edition, Pearson
55. Casestudy : AIG
1. View the video “Capitalism : A Love story”
and assess Big Banks and AIG’s role in the
global subprime crisis.
2. Read and prepare the Casestudy on AIG
(Monks & Minow (2011)) for discussion
next class. Analyse using PELE and 4i
analysis and identify the corporate
governance issues that AIG faced.
IssuesFuel economy regulation 2012–2016 (United States), fuel economy regulation 2017–2025 (United States), fuel economy regulation (China), fuel economy regulation (European Union), gasoline tax, safety standards, traffic safety, distracted driving, safety recalls, safety regulations, products liability/torts, franchise agreements, international trade, tariffs (China), trade dispute, disaster relief, bankruptcy relief, emissions, subsidies, intellectual property, local protests, rights, governance, union bargaining, consumer information, news media.InterestsOrganizedAutomakers – American, European, Asian United Auto Workers IG MetallTrial Lawyers – NGOs, Sierra Club, Center for Auto Safety, MADD, Saudi Women for Driving, FocusDrivenUnorganizedCar buyers, tax payers, public, nonunion Workers (foreign automakers in the United States), West Bengal FarmersInstitutionsThe principal government institutions are legislatures, the executive branch, the judiciary, administrative agencies, regulatory agencies, and international institutions such as the WTO.InformationAuto companies may have superior information about the preferences of car buyers for higher fuel economy vehicles, and environmentalists may have superior information about the extent of public concern about climate change.