Corporate executives

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  • Initially, these concerns were focused on the role and responsibilities of the owners of business firms because the owners managed the firms themselves. However, with the emergence of large corporations, perhaps symbolized by the Standard Oil Trust in the late nineteenth century, Americans focused their attention on a new group of individuals: professional managers. Prior to the emergence of these corporations, managers and owners had been the same people, but now things were changing.

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  • When I set out to write this book, my topic was stock options. Specifically, my intent was to explore the much debated issue of expensing stock options. While that remains an essential theme of this book, it is impossible to address stock options without looking at the broader picture. Put another way, stock options are the trees; executive compensation and effective corporate governance are the forest.

    pdf225p duypha 15-07-2009 285 184   Download

  • The Conference Board creates and disseminates knowledge about management and the marketplace to help businesses strengthen their performance and better serve society. Working as a global, independent membership organization in the public interest, we conduct research, convene conferences, make forecasts, assess trends, publish information and analysis, and bring executives together to learn from one another.

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  • Corporate Management, Governance, and Ethics Best Practices was written to provide a one-stop, comprehensive reference source for corporate business practitioners and government employees worldwide. It takes a “big picture” approach to the subject matter and compiles best practices to show what the best practices are but does not address how to implement them. We believe that implementation of best practices is organization-specific based on resource availability and management strategies and priorities....

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  • Christopher L. Culp is an adjunct professor of finance at the Graduate School of Business of the University of Chicago, where he teaches graduate-level courses on derivatives, alternative risk transfer, risk management, and investments. He also offers a graduate seminar on insurance during winter quarters as a guest professor of risk and insurance in the Institut für Finanzmanagement at Universität Bern in Switzerland.

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  • Corporate Management, Governance, and Ethics Best Practices was written to provide a one-stop, comprehensive reference source for corporate business practitioners and government employees worldwide. It takes a “big picture” approach to the subject matter and compiles best practices to show what the best practices are but does not address how to implement them. We believe that implementation of best practices is organization-specific based on resource availability and management strategies and priorities....

    pdf457p transang3 29-09-2012 36 13   Download

  • Tham khảo sách 'corporate aftershock - part 2', kinh doanh - tiếp thị, tiếp thị - bán hàng phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture.

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  • Tham khảo sách 'stock options and the new rules of corporate accountability', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

    pdf225p greengrass304 17-09-2012 31 5   Download

  • Th is motivation explains the desire for continually increasing executive salaries, but does not justify them. Nor does it explain why the higher salaries are agreed to. Recognition of ability is an understandable desire in members of every profession, and higher salary is one of the means of providing it. Yet it is not the case that salaries in every other profession are continually rising in real terms. Th us the desire for recognition might explain the motivation of executives seeking higher salaries, but does not explain why they are awarded. Th is motivation also...

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  • Chapter 8 - Corporate strategy: Diversification and the multibusiness company. After studying this chapter, you should be able to: Understand when and how business diversification can enhance shareholder value, gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage, become aware of the merits and risks of corporate strategies keyed to unrelated diversification,...

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  • Chapter 9 - Ethics, corporate social responsibility, environmental sustainability, and strategy. After studying this chapter, you should be able to: Understand how the standards of ethical behavior in business relate to the ethical standards and norms of the larger society and culture in which a company operates, recognize conditions that can give rise to unethical business strategies and behavior, gain an understanding of the costs of business ethics failures.

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  • Needless to say, this does not mean that it is easy to judge how well he is performing his task. But at least the criterion of performance is straight-forward, and the persons among whom a voluntary contractual arrangement exists are clearly defined. Of course, the corporate executive is also a person in his own right. As a person, he may have many other responsibilities that he recognizes or assumes voluntarily--to his family, his conscience, his feelings of charity, his church, his clubs, his city, his country.

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  • Chapter 8 - Diversification: Strategies for managing a group of businesses. After completing this unit, you should be able to: Understand when and how business diversification can enhance shareholder value, gain an understanding of how related diversification strategies can produce cross-business strategic fits capable of delivering competitive advantage, become aware of the merits and risks of corporate strategies keyed to unrelated diversification,...

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  • Chapter 9 - Ethical business strategies, social responsibility, and environmental sustainability. This chapter includes contents: What do we mean by business ethics? Where do ethical standards come from – are they universal or dependent on local norms and situational circumstances? the three categories of management morality drivers of unethical strategies and business behavior why ethical strategies matter approaches to managing a company’s ethical conduct social responsibility and corporate citizenship strategies.

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  • Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. In this chapter students will be able to: Be able to identify the key features of a company’s corporate culture, understand how and why a company’s culture can aid the drive for proficient strategy execution and operating excellence, learn the kinds of actions management can take to change a problem corporate culture,...

    ppt38p tangtuy08 21-04-2016 10 2   Download

  • Chapter 8 - Corporate strategy: Diversification and the multibusiness company. Learning objectives of this chapter: Understand when and how business diversification can enhance shareholder value, gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage, become aware of the merits and risks of corporate strategies keyed to unrelated diversification,...

    ppt29p tangtuy10 04-05-2016 8 2   Download

  • Chapter 9 - Ethics, corporate social responsibility, environmental sustainability, and strategy. After studying this chapter you will be able to: understand how the standards of ethical behavior in business are no different from the ethical standards and norms of the larger society and culture in which a company operates, recognize conditions that can give rise to unethical business strategies and behavior, gain an understanding of the costs of business ethics failures.

    ppt16p tangtuy10 04-05-2016 6 2   Download

  • Chapter 12 - Corporate culture and leadership: Keys to good strategy execution. This chapter include objectives: Be able to identify the key features of a company's corporate culture and appreciate the role of a company's core values and ethical standards in building corporate culture, gain an understanding of how and why a company's culture can aid the drive for proficient strategy execution, learn the kinds of actions management can take to change a problem corporate culture.

    ppt16p tangtuy10 04-05-2016 5 2   Download

  • Chapter 13: Corporate culture and leadership. This chapter includes contents: What to look for in identifying a company’s culture, culture: ally or obstacle to strategy execution? types of cultures, creating a strong fit between strategy and culture, grounding the culture in core values and ethics, establishing a strategy-culture fit in multinational companies,…

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