PPT-Directors/Managers

Qtrly Meeting August 2 2013 ERP Project Status Update easyPay Update easy Pay Progress Data Collection Effort Unit Testing Update Timeclocks easy Pay Timekeeping System GoLive Dates. 2 • Directors,Units,Experts, Managers,Auditors,Controllers, Of�cers,Lawyers members irregularities from: -Authorities -Intermediate Authorising (e.g.Ministries,Public -Certif STRATEGY IMPLEMENTATION. CHAPTER 10. CORPORATE GOVERNANCE. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. CORPORATE GOVERANCE: WHAT IS ALL THE FUSS ABOUT?. . DIRECTOR. A DIRECTOR IS A PERSON WHO IS RESPONSIBLE FOR DIRECTING OR CONTROLLING THE POLICY OR MANAGEMENT OF A COMPANY.. BOARD OF DIRECTORS. The ‘BOARD’ is the apex governing body of a company. A company board is its ‘brain’, all the companies actions are planned by its Board. . Corporate Law: Law principles and practice. Who manages the company?. A company, as an artificial entity, must act through its agents.. A company must have a director/s (one who is a managing director).. Corporate governance. Examine the duties and liabilities that come with directorship. . Overview of the role of the board and the requirement for independence.. Review the basic operations of the board. . chapter one. l. ecture 2. McGraw-Hill/Irwin. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.. Managerial Roles. Identified by . Mintzberg. Followed managers around to see what they DO. It is increasingly common for organisations to have a mixture of executive and non-executive directors on their boards and committees. They are expected to demonstrate strong oversight, provide strategic guidance, and implement effective governance and robust risk management for the organisation. It is against this backdrop of corporate responsibility, and fundamental to the reputation of the company, that director’s remuneration in its broadest sense, is reported accurately, and taxed in the right place, . ON LGBT INCLUSION. What can you expect?. AGENDA. Introduction. The Business Case. Workshop. Panel Discussion. Our . panelists. Senior Associate . Diversity & Inclusion . London. Vignesh. . ashok. STRATEGY IMPLEMENTATION. CHAPTER 10. CORPORATE GOVERNANCE. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. CORPORATE GOVERANCE: WHAT IS ALL THE FUSS ABOUT?. A strategic, practical, cost-effective approach to fraud preventionIn troubled economic times, the risk of fraud and financial crime increases. In our post credit crunch environment, new laws and tougher penalties for financial crime mean that if you are in business, you have a responsibility to help fight fraud.However, to design effective, proportionate fraud controls for your business, you need a complete picture of all the risks. Managing Fraud Risk shows you where to look for fraud, setting out a route-map for finding and fighting fraud risks in your business, with the practical, strategic advice you need.Combining the latest theory with forensic risk analysis, this book reveals how you can provide assurance to your Board and stakeholders. Practical examples are used to clearly show cost-effective techniques for preventing and detecting business fraud. An innovative fraud awareness quiz enables you to easily apply the theories and principles.Answers questions such as: Who commits more fraud: men or women? How many of your employees are prepared to falsify documents?Essential information to ensure your procedures are sufficient to meet compliance with new international legislation increasing the liability of directors and managers in cases of fraud and corruptionTakes a new perspective from the point of view of business risk, making it unique to other texts that take only an auditing, investigative, or specialist approachThis route-map is essential reading to help you navigate the complex landscape of business fraud. March 21-22,2016. Managerial Communication: A whole school approach. Charmaine Gooden Monteith &. Loreili. Boyden. Ice Breaker. Getting to know each other. Introductory Activity. Chinese Telephone. P.V. . . Viswanath. P.V. Viswanath. 2. What is corporate finance?. Every decision that a business makes has financial implications, and any decision which affects the finances of a business is a corporate finance decision. . Ownership structures and their impact on governance practices. The prominent role of family owned firms in many countries, and the evolution of governance in family firms. Recap. Distinction between unitary & dual boards. Deadline for identification of managers and topic: . 18. th. November 2024. Deadline for validation of the Brief: . 9. th. December 2024. (. pierre-jean.barlatier@edhec.edu. . / . franck.debane@edhec.com.