Board of directors

Xem 1-20 trên 152 kết quả Board of directors
  • WHO’S INFLUENCING WHOM? A STUDY OF THE INFLUENCE OF THE CEO AND THE BOARD OF DIRECTORS ON ORGANIZATIONAL STRATEGY The more importance that parents attach to school effectiveness, the more likely we are to observe equilibria in which wealthy students attend more effective schools than do lower-income students. Moreover, if parental concern for peer group is not too large, the model predicts that this equilibrium effectiveness sorting will tend to be more complete in high-choice markets, those with many small school districts, than in markets with more centralized governance....

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  • The IT Governance Institute (ITGI) ( was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimizes business investment in IT, and appropriately manages IT-related risks and opportunities. The IT Governance Institute offers symposia, original research, and case studies to assist enterprise leaders and boards of directors in their IT governance responsibilities....

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  • I S A A A INTERNATIONAL SERVICE FOR THE ACQUISITION OF AGRI-BIOTECH APPLICATIONS SUMMARY EXECUTIVE SUMMARY PREVIEW Global Status of Commercialized Biotech/GM Crops: 2004 by Clive James Chair, ISAAA Board of Directors 90 80 70 60 50 40 30 20 10 0 1995 1996 GLOBAL AREA OF BIOTECH CROPS Million Hectares (1996 to 2004) 17 Biotech Crop Countries Total Industrial Countries Developing Countries 1997 1998 1999 2000 2001 2002 2003 2004 Increase of 20%, 13.3 million hectares or 32.9 million acres between 2003 and 2004. Source: Clive James, 2004 No.

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  • Interview participants identified organizational effectiveness as one of the top two things that has an impact upon the relationship between the board of directors and executive director. Chapter Four details what areas of organizational effectiveness have the greatest impact on the relationship. Chapter Five addresses how emotional intelligence and other leadership qualities influence the board/executive director relationship.

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  • This observation marks a departure from more traditional views of the interaction between the executive director and the board of directors in governance matters. Some organizations reading this report may wish to increase the extent of the executive director’s participation in board matters to reflect what the interviewees described and I have summarized. The degree to which the relationship improves can be tangible but, as with any organizational change, this happens only if change is managed fairly and appropriately.

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  • The responsibility for company listing in many other OECD member countries is shared between the stock exchange and the securities regulators. In France, for instance, while it is the Board of Directors of Euronext Paris that decides on the admission of financial instruments on its market, it consults with the Autorité des Marchés Financiers and seeks its observations before listing. Likewise, in Australia, the responsibility for listed companies' compliance with listing rules is shared between the ASX and the Australian Securities and Investments Commission (ASIC).

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  • About the Author Professor Ellen A. Benowitz has been employed at Mercer County Community College since 1972. In addition to providing instruction in the areas of accounting, business organization, business communications and management, she has also served in several administrative positions. Professor Benowitz is also the New Jersey State Chairman for Future Business Leaders of America-Phi Beta Lambda and serves as member of the national board of directors.

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  • Business as War Battling for Competitive Advantage Fair warning: This book is meant to be dangerous. Provocative. Arresting. Like a brick thrown through the plate-glass window of the CEO’s office, the meeting room of the board of directors, or the faculty club of the business school that hits you up all the time for alumni contributions. I argue that today’s competitive environment for the business leaders is sufficiently hazardous and uncertain that you are better off thinking of it not as business but as war....

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  • The object of the NBER is to ascertain and present to the economics profession, and to the public more generally, important economic facts and their interpretation in a scientific manner without policy recommendations. The Board of Directors is charged with the responsibility of ensuring that the work of the NBER is carried on in strict conformity with this object

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  • We investigate the effect of a corporate culture of sustainability on multiple facets of corporate behavior and performance outcomes. Using a matched sample of 180 companies, we find that corporations that voluntarily adopted environmental and social policies many years ago – termed as High Sustainability companies – exhibit fundamentally different characteristics from a matched sample of firms that adopted almost none of these policies – termed as Low Sustainability companies.

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  • The size of the board is a big factor in its effectiveness. As the number of directors increases over about 10, it becomes harder to involve everyone in debates that lead to sound decisions. It is usually best to keep the board at a manageable size. Building an effective board starts with a review of the composition of the board and the needs of the organization for specific skills, knowledge and experience. From this the organization can develop profiles of the positions it needs and begin recruiting to fill them.

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  • Governance research in accounting exploits the role of accounting information as a source of credible information variables that support the existence of enforceable contracts, such as compensation contracts with payoffs to managers contingent on realized measures of performance, the monitoring of managers by boards of directors and outside investors and regulators, and the exercise of investor rights granted by existing securities laws. The remainder of Section 3 is organized as follows. Section 3.

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  • Foreword Nitin Nohria Introduction: The State of Integrated Reporting Today Robert G. Eccles Part I: The Role of the Corporation in Society Accounting and Accountability:Integrated Reporting and the Purpose of the Firm Robert Kinloch Massie A CEO’s Letter to Her Board of Directors John Fullerton and Susan Arterian Chang Drivers of Corporate Sustainability and Implications for Capital Markets: An International Perspective Ioannis

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  • According to the International Labour Organization (ILO, 2005), each year an estimated 2.2 million men and women die from work-related injuries and diseases. Moreover, annually, an estimated 160 million new cases of non-fatal work-related diseases occur worldwide. These include cancer, respiratory and cardiovascular diseases, infectious diseases, musculoskeletal and reproductive disorders, and mental and neurological illnesses (Takala, 2002).

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  • In  the aftermath of September 11,  the Port Authority’s mission was  in  large part  redirected  to  the  rebuilding  efforts  around  the WTC  site.   The  organizational  toll  on  the  Port  Authority  during the last decade cannot be underestimated.

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  • Interview results support the idea that the executive director plays a central role of in an organization’s operations and effective governance. In the organizations interviewed, all had self-defined successful relationships between the executive director and board of directors—partly because the executive director actively participated in board matters. The caveat is that executive directors were strategic in their areas of involvement and, more importantly, how they got involved (i.e.

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  • By contrast, other scholars argue that private remedies should be strengthened to enforce corporate governance standards at banks. 5 Many propose improving banks’ accountability and efficiency of operations by increasing the legal duties that bank directors and senior management owe to depositors and other creditors. This would involve expanding the scope of fiduciary duties beyond shareholders to include depositors and creditors.

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  • We show that the group of firms with a strong sustainability culture is significantly more likely to assign responsibility to the board of directors for sustainability and to form a separate board committee for sustainability. Moreover, High Sustainability companies are more likely to make executive compensation a function of environmental, social, and external perception (e.g., customer satisfaction) metrics.

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  • This Program Director Guide to the CPR is prepared by ACGME staff. It is a guide. It does not supplant the Common, Program and Institutional Requirements or the Manual of Policies and Procedures, which are approved by Review Committees and the ACGME Board of Directors, and which are far more specific, complex and comprehensive than this guide. This guide is intended to be consistent with all Common, Program and Institutional Requirements, as well as the Manual of Policies and Procedures.

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  • Competence of both executive director and board of directors. If the executive director and board members meet or exceed expectations over and over again, mutual respect increases. Executive directors said, however, that their boards seldom, if ever, do self-evaluation so it would be difficult for boards to reflect in measurable ways on whether they were meeting standards of good governance. Some interview participants felt that an executive director’s positive performance review expressed appreciation for a job well done.

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