...ORGANISATIONAL STRUCTURE AND CORPORATE GOVERNANCE MECHANISMS IN THE FIRM -organisational structure definition, types, application e.t.c -corporate governance definition, application in the firm, e.t.c -importance of corporate governance and organisational structure to the growth of the firm -organisational structure mechanisms, corporate governance mechanisms in the firm INTRODUCTION Organisational Structure Organizational structure defines the scope of acceptable behaviour within an organization, its lines of authority and accountability, and to some extent the organizations relationship with its external environment. More specifically, it shows the patterns or arrangement of jobs and groups of jobs within an organization and yet it is more than an organizational chart. The organizational structure pertains to both reporting and operational relationships, provided they have some degree of permanence. The individual elements of an organizational structure typically include a variety of components that one may usefully see as building blocks: 1. Departments or divisions 2. Rules, procedures and goals 3. More temporary blocks such as task forces or committees Ideally, organizational sstructures should be shaped and implemented for the primary purpose of facilitating the achievement of organizational goals in an efficient manner. Indeed, having a suitable organizational structure in place-one that addresses the various human and business realities of the company...
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...IT3006 Corporate Organizational Structure Template Name Brandan L. Holder | Date Completed 5-24-2014 | Prerequisite: You must have Units 1–6 completed before composing this assignment, which utilizes the practiced research and writing processes. Purpose and Overview The purpose of this assignment is to help you prepare for successful, enjoyable participation in a positive team experience for Units 8–10. In this assignment, you will research and compose descriptions of a fictitious anonymous company's IT Systems functional area and four main IT departments to demonstrate the organization’s support and interrelationships between the departments. Further, you will explore organization’s code of ethics and executive summaries of reports to understand what they are and how to compose them. Your main task is to develop a broad overview of the mission and purpose of each IT department to be prepared to participate in the team activity for Unit 8. Note that your assigned role for the team is not needed or related to this assignment. As you complete this assignment on this template, refer to information provided in the Unit 7 studies. Specifically, utilize these provided resources and perform research to satisfactorily complete this assignment. Teamwork Activity Challenge. “Organizational Structures” reading. “Functional Areas Managers” reading. * IMPORTANT: This assignment is due Sunday of week 7. Learners completing it on time will be performing Unit 8 as part of...
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...Persistence and Cross-Section Of Corporate Capital Structure in Indonesia Angelia A. Ananda Clinton M. Yosua Fahressi Fahalmesta Fariz Muhamad Nanda R. Aditya Rio Nugroho Oktober 2013 1. Angelia.ananda@student.ssb.ac.id 2. Clinton.josua@student.ssb.ac.id 3. Fahressi.fahalmesta@student.ssb.ac.id 4. Fariz.muhamad@student.ssb.ac.id 5. Nanda.aditya@student.ssb.ac.id 6. Rio.nugroho@student.ssb.ac.id Abstract Introduction Capital Structure is a factor which essentially needed by a corporate. It is about how a firm finances the overall operations and growth using its combination source of fund. DER (Debt to Equity Ratio) is most likely ratio when talks about capital structure because it related to firm’s leverage. The interpretation of the relationship is when a firm increase the debt and holding the equity constant, DER will goes up. It will be followed by increase in levered value and attractiveness of the firm even though become riskier. Otherwise, there also another beneficial reason of using debt to do the operation and activity of the firm which is the presence of tax shield. Firm will be more profitable because the income will be taxed lower unless; in one condition tax could be zero. Moreover, there was a big question about “How do firms choose their capital structures?” Proportion of capital structure should be made based on calculation and analysis of a company needs. When the measurement is not critical or without good analysis...
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...International Accounting, Auditing & Taxation 10 (2001) 139 –156 A study of the relationship between corporate governance structures and the extent of voluntary disclosure Simon S.M. Ho*, Kar Shun Wong School of Accountancy, The Chinese University of Hong Kong, Shatin, N.T., Hong Kong Abstract The primary objective of this study is to test a theoretical framework relating four major corporate governance attributes with the extent of voluntary disclosure provided by listed firms in Hong Kong. These corporate governance attributes are the proportion of independent directors to total number of directors on the board, the existence of a voluntary audit committee, the existence of dominant personalities (CEO/Chairman duality), and the percentage of family members on the board. Using a weighted relative disclosure index for measuring voluntary disclosure, the results indicate that the existence of an audit committee is significantly and positively related to the extent of voluntary disclosure, while the percentage of family members on the board is negatively related to the extent of voluntary disclosure. The study provides empirical evidence to policy makers and regulators in East Asia for implementing the two new board governance requirements on audit committee and family control. © 2001 Elsevier Science Inc. All rights reserved. Keywords: Corporate disclosure; Corporate governance; Voluntary disclosure; Hong Kong 1. Introduction It is commonly agreed that the recent...
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...Higher Risks of Suicide among Lesbian, Gay, Bisexual and Transgender (LGBT) Youth in America Teela Oxendine-Cummings CST5334 – Ethnic and Cultural Awareness Capella University Abstract This paper presents an overview of what is known about suicide and suicidal behavior among LGB youth. For the intention of this paper, the term youth is generally defined as people age 15 through 24. In developing this paper, the learner reviewed the relevant literature published from 1996 through 2011; researched suicide prevention and mental health support programs, and researched services for LGBT youth. After summarize research findings about the higher risk of suicidal behavior for LGBT youth, the paper explores risk and protective factors for this group and provides suggestions to the field that is used to reduce suicidal behavior among LGBT youth. Table of Contents Research Paper Title…………………………………………………………1 Higher Risks of Suicide among Lesbian, Gay, Bisexual and Transgender (LGBT) youth in America…1 Abstract …………………………………………………. 2 Table of Contents………………………………………..3-4 Introduction…..…………………………………………..5 Overview on Suicide ……………………………5 Illustration of the LGBT Youth………….............5-6 Sexual Orientation and Suicide………………...6-7 Scope of the Problem : Suicidal Behaviors ………….7 Suicide Deaths Among LGBT Youth…………...7 Suicide Attempts Among LGBT Youth…………7-8 Suicide Ideation Among LGBT Youth………….8 Conclusion on Suicidal Behaviors of LGBT...
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...Péter HARBULA CORPORATE GOVERNANCE, SHAREHOLDER STRUCTURES AND VALUE CREATION Summary : This paper analyzes the interaction between shareholder structures and the quality of the corporate governance structure in France using the value creation criterion. Using shareholder structures allows analyzing the performance of French firms and to measure an underperformance of “hard core” and diffuse ownership firms. This paper, updating results from Harbula (2004), also investigates the relationship between performance and shareholder stakes. Keywords: Corporate governance, value creation (EVA, CFROI), enterprise performance, shareholder structures. Classification JEL: G32, G34 Electronic copy available at: http://ssrn.com/abstract=1925045 Péter HARBULA: Corporate governance, shareholder structures and value creation 1. INTRODUCTION The objective of this working paper is to determine whether “hard core” governed firms truly underperform their peers. The main cornerstone of the analysis will be again to introduce the concept of shareholder structures. During the analysis, the common tools developed by corporate finance practitioners were used including, among others, value creation and return to shareholders. By performing this analysis, even if it is not the central point, the underlying question of ownership structure and efficiency will also be considered. I will also include in the analysis, beside the performance measurement tools, an analysis if the evolution...
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...STRUCTURE The structure of something may be defined as the ways the parts of it relate to each other. It can be forwarded for an organization as the blueprint for formal expectations and exchanges among internal players (executives, managers, employees) and external constituencies such as customers and clients. Structure plays an important role in making an organization able to get competitive advantage in the market (Day 1999). The structural frame is one of the oldest frame in organizational history. It focuses on the architecture of the organizations – designing rules and policies, division into units and subunits to give shape to decisions and activities (Bolman and Deal 2003). For a smooth functioning of an organization, it needs to allocate the work to individuals and groups and co-ordinate roles and units. The organization can employ two primary ways to co-ordinate individual and group efforts. I) Vertically – through the formal chain of command. II) Laterally – through meetings, committees, co-ordinating roles on . network structure. In the case of Google Corporation, it emphasizes more on lateral structure giving more power and autonomy to its employees. The organization provides more recreational amenities to its employees which helps them to remain energetic, enthusiastic and active. Apart from that, all Google engineers are encouraged to spend 20% of their work time on projects that intrests them and as a result of this, the...
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...changes, we have noticed many organizations nowadays try to restructure their organization’s structure to move toward “virtuality”. According to the Modern Management book, virtual organizations refer to as network organizations or modular corporation (Samuel & S. Trevis, 2012). There are both pros and cons for having a virtual organization. To begin with the positive points, organizations can reduce the cost by having a virtual organization. In this way, they can reduce some cost for working spaces and as well as utility expenses such as rent, maintenance, insurances, water, electricity, and raw materials. Secondly, some employees may find themselves to work faster at home rather than in the company’s office. Working at the office can sometimes be very disturbed as there can be a lot of people in one office. Thus, virtual organization can increase productivity for those who like to work at home or in a silent place. Finally, virtual organization allows firms to redesign jobs to make employees more effective and efficient. For example, some jobs do not require employees to come to office every day as the jobs require employees to work directly with customers, so it is not important for them to be present at the office every day. As a consequence, they can get access to the customer more quickly and save time. Moving onto the negative points, first, it is difficult to build a desired corporate culture in a virtual organization. In this respect, it is hard for employees and employers...
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...because of interior egalitarian structure and exterior egalitarian society1, 2. Egalitarian Structure: In the recent times the egalitarian styles of management are gaining popularity in the both the developed and the developing economies. Traditionally most corporate structures are hierarchical. In a hierarchical corporate structure, there are various tiers of management and people from each tier are assigned specific roles and responsibilities. People from low tier will have to report to the people from the higher tiers. But in egalitarian structure there are no power tiers and all the employees sharing equal responsibility and power2. According to me, the best style of management is a blend of both the traditional hierarchical structure and the new era egalitarian structure. Hierarchical companies restrict the freedom of the employees and therefore curb the flow of new and innovative ideas into the organization. Flexible boundaries allow employees more freedom to collaborate with coworkers and introduce their own ideas while still remaining under the direction of a supervisor. In India, most of the start-ups follow egalitarian structure. The recent success of many firms can be attributed to this structure. Even IT giant like Infosys was started as an egalitarian company3. All the eight partners of the company started the company where the roles and duties were equally divided among all the partners. As the company grew the hierarchal structure was enforced in the company to...
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...The Best Corporate Structure for a Group of Five Investors Based on the individual preferences of the group of five investors, I am recommending the organizing of a corporate structure as the ideal form of organization to start a retailing business. More specifically a sub chapter S corporation will allow the shareholders to be treated as partners for tax purposes and retain the benefit of limited liability. The maximum number of shareholders a sub chapter S corporation can have is 75, so the 5 members are well within the requirement. The corporate structure will limit the liability of the shareholders that prefer management input in the organization. In a partnership the need to have management input would increase the liability to unlimited which is not ideal when you goal is to increase wealth. All active participants in control of the business will receive limited liability protection on projects by incorporating. In regards to tort situations, a partnership lends all partners jointly and severally liable unless in a limited partnership. Under a corporate structure liability is not distributed to members jointly and severally, only the individuals involved. Ownership of a corporation is evidenced by a holder’s share of stock that have been issued by the corporation. Ordinary stock or common stock entitles the shareholder to one vote per share. As shareholders profits would be distributed in the form of dividends and shareholders can participate in the dissolution and...
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...For many years, organized crime has become a successful business in many cities around the world. There are two models to describe the structure of organized crime groups. The two models are bureaucratic/corporate model and the patrimonial/patron-client model (Mallory, 2007). The Bureaucratic Model The bureaucratic model of organized crimes is based on formality, structure, rules and protocol. The bureaucratic organization prevents the members with low ranks from making decisions on their own. They must abide by the rules and regulations and receive permission from the main leader (the “boss”). According to Mallory (2007), “the Colombian cartels and the outlaw biker groups (such as the Hell’s Angels) are examples of the bureaucratic/corporate model” (page, 41). Patron-Client Model The patrimonial/patron-client model is “based on bonds that tie the organization together” (Mallory, 2007, pg. 41). This model consists of a big boss, who is at the center of the family (organized group). The big boss is assisted by the underboss and a counselor. The next in order is the captains who are also known as his clients. After that, there are the low-ranking members who are formally initiated in the family (Lyman & Potter, 2007). In this organization, if the boss is ever unavailable or injured, a patron is always available to step in and make sure that the business continues to operate successfully. Because the patron-client model is “decentralized, it has less control over is...
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...is no clear ownership of, and responsibility for, pricing outcomes. * Another reason is the conflicted motivations of decision-makers translate into inconsistently applied pricing policies. * The inconsistent application of pricing strategies is that managers often do not have the necessary information and tools to make profitable pricing decisions. 3. Name the two dimensions of the pricing function which provide the basis for the three archetypal structures for the pricing function named in the text. Name and describe these three structures. The two dimensions are role and degree of centralization. First structure: known as the Center of Scale where pricing is managed at a corporate level. Second structure: referred as the Center of Expertise that reflects what an organization thinks of its members. Pricing decisions are supported by corporate pricing. Third structure: referred as to Dedicated Support Unit where independent pricing organizations exist in each business unit. 5. After the organization structure has been established and decision rights have been defined, what is the next step for organizing the pricing function? The next step for organizing the pricing function is the creation of precisely defined set of pricing processes. 7. What are some of the tools used to monitor changes in customer behavior? * Price bands * Customer profitability * Price waterfalls * Performance trend analysis 9. Name some levers which will help transform...
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... Congruence Diagnostic Model The important thing that was not initially is that Sony and Microsoft were not performing as they would have expected. It was realized that something should have been done and that certain changes needed to be implemented through the reorganization of the corporate structure. It is a question that would disturb many as why some firm would thrive on a certain corporate structure while others struggle on the same structure (Burke, 2009). It is important that we understand the forces or drivers that dictate performance and what relationship exists between the forces. This can only be done through the help of the congruence model. It determines what is happening the wrong way and then looking at means of fixing them (Burke, 2009). The model is based on the fact that in order for the organization to perform, there are four important elements which are; people, culture, work and structure. The performance of the organization will improve only the above factors are showing congruence. It is understandable that one may have the best team of people working for the organization but once the culture, the structure and the type of work is wrong, then the firm will still struggle. The companies, Sony and Microsoft had the best of technology, and the best team of experts, but they still could not perform as it had been expected due to a culture that was much bureaucratic and therefore decisions took very long to be made, therefore...
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...LEADS 1. Consider how NUMMI became a learning organization – what changes in structure, labor practices and especially management philosophy made NUMMI more competitive that the GM plant that it replaced? How do the different parts of the system support each other? 207 words NUMMI became a consummately adaptive enterprise. The leadership at NUMMI realized the importance of “Creative Tension”. They were true in their assessment in judging the current reality as well as very clear in the vision of where they wanted to be in the future. The managers at NUMMI took on the roles of designers, teachers as well as stewards thus creating an ambiance of shared responsibility and mutual respect. The corporate philosophy of the company changed to be customer centric. Service to its customers was considered as of paramount importance followed by service to its employees. The labors at the plant felt a sense of ownership and pride not only in the work they performed but also in the overall growth of the company. The hierarchical structure in the company was changed to be more flatter organization in which the opinions of the lowest members of the organization were also recognized for the benefit of the company. There was a culture of discipline and long term visibility of the firm shared among the employees of the firm. The management at NUMMI realized that the long term sustainability of the company could only be achieved by the process of continued learning, or something referred to...
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...Norwegian telecommunication company. McKinsey and Company created this 7S framework in the early 1980s. It is well-known for analyzing organizations, for the factthat McKinsey and Company used it to analyze over 70 large organizations in 1980s. As described in the title, the framework has 7 variables: structure, strategy, systems, staff, skills, styleand shared value. These variables are categorized as soft and hard components. The hard componentsare strategy, structure and systems which are normally feasible and easy to identify in an organisationas they are normally well documented in reports such as strategy statements, corporate plans,organisational charts, etc . The remaining four ones are more difficult to comprehend. It is only possible to understand these aspects by studying the organisation very closely, normally throughobservations and/or through conducting interview (~Oh no …). Structure Structure is the skeleton, the form of shape, of organisations. It dictates the way it operates andperforms (Waterman et al., 1980). Traditionally, businesses are structured with divisions,departments and layers, in which the lower layers answer to upper layers. Today, the flat structure, where the work is done in teams of specialists, are more common. The idea is to make theorganisation more flexible and devolve the power by empowering the employees and eliminate themiddle management layers (Boyle, 2007). Strategy Strategy is a plan or course of action in allocating resources...
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