Senior manager functions

The Standard for Portfolio Management addresses the need for a documented set of processes that represent generally recognized good practices in the discipline of portfolio management. The target audience for this standard includes: senior executives, management staff in charge of organizational strategy, portfolio managers, members of a strategic and/or portfolio management office, managers of program managers and project managers, customers and other stakeholders, functional managers and process owners with resources in a portfolio, educators, consultants, trainers and researchers.

92p zizaybay1103 29-05-2024 4 2   Download

Ebook "Essentials of credit, collections, and accounts receivable" provides an overview of the credit, collections, and accounts receivable functions for senior level managers; provides tips and techniques as well as case studies; shows how to stream line the credit process and how to make this area as efficient as possible.

275p tuongnhuoclan 28-11-2023 6 4   Download

This thesis focuses on the skills and attributes required by Chief Executive Officers (CEOs) and senior staff as leaders and managers in the residential aged care services (RACS) sector. It makes a significant contribution to this field of inquiry by utilising original research to examine the capabilities needed to meet the challenges faced within this industry sector.

407p runthenight04 02-02-2023 2 2   Download

Chapter 6 - Roles and responsibilities of management. After completing this chapter, students will be able to: Introduce the managerial function of corporate governance; understand the roles, responsibilities, and duties of corporate senior executives, including the CEO and CFO; identify the components of executive compensation and illustrate how each of these components relates to effective corporate governance;...

26p koxih_kothogmih6 23-09-2020 23 0   Download

The present paper provides a detail overview regarding the concept of women entrepreneurship, what are the factors that support them to start a business, what are the reasons that impede their growth and finally government strategies to promote these women entrepreneurs.

9p guineverehuynh 21-06-2020 10 1   Download

The aim of this research is to discover how senior managers view the impacts of the recession on training and development in Ireland and to identify problems they have had to face and how they have managed through the recession and beyond. The research has found that training is regarded as hugely important despite of or in fact of the recession and managers are willing to do what they can to ensure they can keep this function operating. This has led to some innovative and extremely effective training methods.

131p nguyenyenyn117 18-06-2019 63 7   Download

(bq) managing business ethics is the perfect text to prepare students for a range of roles in the business world— managers across business functions, communications professionals, compliance officers, corporate counsels, human resources managers, and senior executives.

228p bautroibinhyen22 22-03-2017 58 7   Download

The compensation (salaries and benefits) of the Executive Director and other senior management is a sensitive area for boards because it is complex and personal. The compensation must be sufficient to attract and retain good people in an increasingly competitive job market. However, funding agencies, members and other stakeholders may protest if they consider the compensation as being too high. Generally, the board will set the compensation of the Executive Director and approve guidelines for the Executive Director to use in compensating senior staff.

167p thamgiacongdong 02-05-2013 38 5   Download

» “Tone at the top” is critical to promoting a risk-conscious culture. Senior management’s support, reinforcement, and continuing implementation of a robust risk management program are essential for setting a risk-conscious tone in an organization. Fund boards reinforce the tone through their focus and engagement on the topic of risk management. » Risk management is a process, not a project. Risk management is not a one-time or periodic assessment of risks; rather, it should be an ongoing part of business operations.

48p khanhchilam 29-03-2013 58 10   Download

A companion report, An Executive Perspective on Workforce Planning, MR-1684/2-OSD, completes the context for this work and describes the critical role that corporate and line executives play in the workforce planning activity. This report will be of interest to corporate and business unit executives and to line and functional managers in the DoD acquisition community and to DoD human resource management professionals,

0p anhnangmuahe2013 06-03-2013 39 5   Download

These qualifications are designed for learners who are employed in senior administrative positions. They would probably be responsible for supervising staff, and for implementing and monitoring systems and services. Learners are required to take mandatory units which cover working in a business environment managing own performance as well as areas such as communicating, supporting sustainability and managing risk.

355p lenh_hoi_xung 22-02-2013 65 7   Download

Establishing a clear and effective governance structure to govern the planning and management of implementation is critical to effective policy delivery. This means ensuring that the correct management structures, roles and responsibilities are established and sustained throughout implementation phases. It must be driven by agency heads and Senior Responsible Officials who have direct access to individuals with expertise in this area.

9p tay_thi_le 21-02-2013 54 4   Download

The Port Authority would likely benefit from a meaningful organizational redesign to focus on  its  strategic  business  units  and  cost  saving  shared  services  functions.   To  be  successful,  entrusted appointed senior leadership needs effective command and control to manage change  and  drive  accountability  throughout  the  organization.   Career  service  management  must  proactively communicate reliable and relevant information in proper context so that appointed  leadership is best positioned for effective decision making.

53p tay_thi_le 19-02-2013 82 5   Download

Marketing gets no respect in the nonprofit world. Program people tend to hold the most senior positions in nonprofits and accordingly have the most status. Fundraisers are often viewed as necessary evils, as are operations staff, including those who labor in the communications and marketing departments. Several factors account for the suspicion or disdain with which many nonprofit managers view the marketing function. Mostly, it’s a matter of ignorance. Usually trained in other disciplines, nonprofit leaders often fail to understand what marketing can and can’t do for their organizations.

16p doiroimavanchuadc 06-02-2013 57 4   Download

The results of this risk-assessment process will enable you to develop alternative internal audit plans to address a variety of risks across your organisation. An effective audit plan provides a systematic means to assign risks into high, moderate and low categories. Once risks are assessed, the chief audit executive should work with the audit committee and senior management to prioritise organisational risks and determine the competencies and skill sets needed in the internal audit function to address high-priority risks and key stakeholder needs....

7p doipassword 01-02-2013 41 3   Download

Once specific value drivers are defined, your company’s chief audit executive (CAE) should work with senior management and the audit committee to articulate the mission for internal audit. A formal mission statement or charter lays out the function’s goals and provides the basis to evaluate internal audit performance. An effective mission statement delineates the function’s authority and responsibilities and reflects the priorities of senior management and the audit committee.

22p doipassword 01-02-2013 53 3   Download

Our goal is to provide food for thought rather than an off-the-shelf solution. Many of the outside practices we explore are somewhat distant from conventional thinking. We are aware that some of our ideas will be controversial. We therefore do not necessarily speak of them as “recommendations.” Instead, we hope that our report will inspire a fruitful discussion between those stakeholders that have an interest in a more resilient financial system: policy-makers and supra-national bodies at a global level, regulators and governments at a national level, and senior managers at a firm level.

155p mebachano 01-02-2013 66 7   Download

The Basel paper on interest rate risk divides the responsibilities for interest rate risk management and oversight among the supreme management body and senior management. In the context of Austrian corporate law, the senior management would be the directors of a credit institution authorized to manage and legally represent it under Article 2 No 1 of the Austrian Banking Act.

37p taisaovanchuavo 23-01-2013 73 9   Download

Responsibilities must be clearly assigned to individual persons and/or com- mittees. In addition, the relevant units must be functionally independent to avoid potential confl icts of interests. 20 Senior management should ensure that adequate interest rate risk management is in place for measuring, monitoring and controlling interest rate risks, and that all the relevant business units of the bank have been taken on board.

37p taisaovanchuavo 23-01-2013 58 8   Download

In the UK, the financial regulatory framework under the UK Financial Services and Markets Act 2000 (FSMA) 10 requires banks and other authorised financial firms to establish internal systems of control, compliance, and reporting for senior management and other key personnel. Under FSMA, the Financial Services Authority (FSA) has the power to review and sanction banks and financial firms regarding the types of internal control and compliance systems they adopt.

36p machuavo 19-01-2013 54 3   Download