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Challenges in Implementing Corporate Governance : Whose Business is it Anyway.
John Zinkin's new book on Challenges in Implementing Corporate Governance is a welcome addition for board members and senior management on how to improve corporate governance in the post-crisis period. John correctly identifies that most boards on underperforming companies have three elements o...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
John Wiley & Sons,
2011.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Contents; Title; Copyright; Foreword; Acknowledgments; Introduction; Chapter 1: Do Western Codes of Corporate Governance Apply in Asia?; Why CG Matters; Portfolio Turnover Affects the Value Placed on CG . . .; ... as does the Asset-Management Philosophy; Anglo-Saxon CG may not Apply Everywhere; The Need to Localize CG to Meet Asian Conditions; Conclusion; Chapter 2: What is the Business of Business?; Creating and Maintaining Satisfied Customers; Work is Worship; The Rights of the Community and the License to Operate; Are Shareholders the Most Important Stakeholders?
- Is Business Ethics an OxymoronThe Importance of Reconciling Different Agendas; Chapter 3: The Role of the Board; Agreeing the Organization's Purpose; Agreeing the Organization's Vision and Values; The Six Principal Responsibilities of the Board; How Should Boards Behave?; How Involved Should Boards Get?; When is it Difficult for Boards to Get Involved?; When is it Easy for Boards to Get Involved?; Hands-off, Hands-on or Hands-in?; Conclusion; Chapter 4: The Role of Board Members; Board Composition; Why Separate the Roles of Chair and CEO?; The Role of the CEO; The Role of the Chair.
- The Role of the Chair: An Important CaveatThe Role of the Lead Director; The Role of Independent Non-Executive Directors (INEDs); Chapter 5: Why Boards Fail and How to Avoid Failure; Five Reasons for Board Failure; Avoiding Failure; Getting the Best from Board Committees; Conclusion; Chapter 6: From Good Governance to Good Results; Getting Strategy Right; Making Informed Decisions; Ten Steps from Strategy to Action; The Role of the Board in Succession Planning and Talent Management; Chapter 7: Managing Risk; Managing External Risks; Managing Internal Risks.
- Matching Risk Profiles to Shareholder Risk AppetitesConclusion; Chapter 8: What We Measure and Reward; Inadequate Emphasis on Right Behaviors; Externalities and Systemic Risk; Excessive Importance Placed on Financial Information; Profits are an Accounting Fiction--Only Cash is a Fact; Comparing Return on Capital with the Cost of Capital is not Comparing Like with Like; Discounted Cash Flow (DCF) Sacrifices the Future for the Present; Chapter 9: Saving Capitalism from the Capitalists; Neutralizing the Amorality of Financial Services; Rediscovering Moral Purpose in Business.
- Stop Alienating Key StakeholdersConclusion; Appendices; Appendix A: The Hynix Case; Appendix B: The SK Case; Appendix C: Director's Checklist; Appendix D: Risk Management Accountabilities; Appendix E: Making Risk Management Work; Appendix F: Red Flags; Appendix G: Thymos and "Thymotic Man"; Appendix H: Customer Value Measurements; Appendix I: Honda's Fundamental Beliefs; Index.