...Academic Year: 2014/15 Module code: P13505, Level 3 Autumn Semester Module Outline: Auditing, Governance and Scandals (AGS) |Module Convenor |Dr. Kevin Dow, AB474 | |Lectures |Dr. Kevin Dow | | |TH 4:00-5:30, TB 329 | |Additional Staff |Cass Lai, AB247 | |E-mail addresses |kevin.dow@nottingham.edu.cn | | |cass.lai@nottingham.edu.cn | |Office Hours |Dr. Kevin Dow: Th, 2:00 pm - 4:00 pm, every Thursday until Exams (except December 11 and 25) | | |Cass Lai: Th, 2:00 pm - 4:00 pm | KEY POINTS • This is a Level 3, 10 credit module; • Assessment basis: a one and a half hour Examination (100%); • Keywords: Audit; Governance; Corporate Scandals; Audit Theory and Practice; Accountability; • Pre-requisite module: P12307 Financial Reporting. MODULE AIMS To use a mix of textual and...
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...Reference: Corporate governance –The new focus of interest.[ Editorial].( 1993, January). Oxford: Blackwell, pp. 1-3. Jordan, C. (2012). Cadbury Twenty Years On. Villanova Law Review Stiles, P. and Taylor, B. (1993) ‘Maxwell-The failure of corporate governance’, Corporate governance-an international review, 1(1), pp. 314-327 Boyd, C.: 1996, ‘Ethics and corporate governance: The issues raised by the Cadbury report in the United Kingdom,’ Journal of business Ethics 15(2), 167-183 Parkinson, J. and Kelly, G. (1999) the combined code on corporate governance, Political Quarterly, 70, 1, 101-7 Lutz, S., Eberle, D. and Lautter, D. (2011) ‘Varieties of private self-regulation in European capitalism: corporate governance codes in the UK and Germany’, Socio-economic review 9(2): 315-38 Thomas, C. W. (2002, April). The rise and fall of Enron. Journal of accountancy, 103(4), 41-48 Davis, S., Lukomnik, J. and Pitt-Watson, D. (2010) Corporate governance in the wake of financial crises Mintz, S. (2012). Whistleblowing and bystander apathy. Available at http://www.workplaceethicsadvice.com/2012/08/whistleblowing-and-bystander-apathy (Accessed 24 February 2015) Fitzergaland, D. J. (2013) Whistleblowing Cohan, J. A. (2002), ‘I Didn’t Know and I was Only Doing My Job. Has Corporate Governance Careened Out of Control? ‘A Case Study Of Enron’s Information Myopia’, Journal of business ethics, 40, 275-299. Kar, P. ‘Looking for patterns in corporate Failures, ‘corporate governance:...
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...Strategic management, corporate responsibility and stakeholder management Integrating corporate responsibility principles and stakeholder approaches into mainstream strategy: a stakeholder-oriented and integrative strategic management framework Takis Katsoulakos and Yannis Katsoulacos Takis Katsoulakos is a Director at INLECOM Ltd, Burgess Hill, West Sussex, UK. Yannis Katsoulacos is a Professor at Athens University of Economics and Business, Athens, Greece. Abstract Purpose – The purpose of this article is to establish a strategic management framework that supports the integration of corporate social responsibility principles and stakeholder approaches into mainstream business strategy. Design/methodology/approach – A top-down and bottom-up approach was used to develop the proposed framework. The top-down approach focused on analyzing the main strategic management theories including social responsibility movements to identify complementary concepts and create a relevant topology. The bottom-up approach was based on empirical research on the views of business companies on corporate social responsibility, a review of best practices and case studies mainly in Greece. Findings – The paper describes a stakeholder-oriented integrative strategic management framework linking the main strategic management theories across value, responsiveness and responsibility dimensions. A mathematical model is presented describing the synergistic development of advantage-creating knowledge and...
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...COMPANY LAW AUSTRALIA Question 1: Insolvency The area of law involved in this question: Insolvency trading and director’s duties, under Corporation Acts 2001. A director will engage in insolvent trading in breach of section 588G of the Corporation Acts 2001(Cth) if the company incurs a debt and: a) The company is insolvent at the time of incurring the debt or becomes insolvent by incurring the debt; b) At the time the debt is incurred, there are reasonable grounds for suspecting that the company is insolvent or will become insolvent; c) The director is aware of such grounds or a reasonable person in a like position in a company in the circumstances of the company would be so aware; and d) The director fails to prevent the company from incurring the debt. Under the Corporations Act of 2001 section 95A, a company is declared to be insolvent if it cannot pay its debt. In the financial year of 2013, the director of the company Paul knew that the company was experiencing difficulties in terms of financial performance, and would not be able to meet all its debt issues. It was his duty as a director of the company to prevent it from further trading, because he knew the company’s financial position. He should have sought both legal and financial advice from the relevant authorities, so as to assist him to determine whether the company will be liquidated, or measures will be undertaken so as to revamp it. He ignored his duties as a director i.e. prevents the...
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.................................... 1 Vision and Mission and definition of Corporate Governance ............................ 2 Introduction..................................................................................................... 3 ICSI Map ......................................................................................................... 4 Objectives and Functions ................................................................................. 5 Council and its Committees and Organisation Structure of the ICSI .................. 6 Role of Company Secretary.............................................................................. 7 Career Path.....................................................................................................11 ICSI at your Desktop.......................................................................................13 10. Company Secretary Management Information Center ...................................14 11. Professional Development and Continuing Education .....................................16 12. Publications ....................................................................................................18 13. Memorandum of Understanding (MOU) .........................................................19 14. ICSI's Major Initiatives in Corporate Governance ............................................ 21 15. Centre for Corporate Governance ................................................................. 22 Research...
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...Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 Training and Development Strategy and Its Role in Organizational Performance Abdus Sattar Niazi (Corresponding Author) MS Scholar, Iqra University Islamabad Campus, Pakistan Ph: +92 302 8500 777, Email: a.niazi55@hotmail.com Received: August 01, 2011 Accepted: August 11, 2011 DOI: 10.5296/jpag.v1i2.862 Abstract In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’ and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance. Keywords: Training and Development, Strategy, FMCG, Organizational Performance 42 www.macrothink.org/jpag Journal of Public Administration and Governance ISSN 2161-7104 2011, Vol. 1, No. 2 1. Introduction The objectivity of training and development and its continued learning process has always been leverage with the FMCG industry and now it has become rather an over arching trend of...
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...Business School Table of Contents 1. INTRODUCTION AND MODULE SUMMARY.............................................................3 Module aims .................................................................................................................3 Contacts .......................................................................................................................3 Module Website on MyUniHub .....................................................................................3 Learning Outcomes ......................................................................................................4 Assessment Scheme ...................................................................................................4 Employability Skills.......................................................................................................4 Code of Conduct ..........................................................................................................5 2. LEARNING MATERIALS ............................................................................................6 3. TIMETABLE AND TEACHING PROGRAMME ...........................................................8 Lecture and Seminar Schedule.................................................................................... 8 Lectures and Readings...............................................................................................10 Seminars ..........................................................
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...Teaching and Learning Arrangements (SEMESTER: JAN 2007 – APRIL 2007) COURSE CODE : FAR 600 PROGRAM : BACHELOR OF ACCOUNTING (HONS) CREDIT HOURS : 4 CONTACT HOURS : 4 STATUS : CORE SYNOPSIS This financial accounting course exposes students to accounting theory, corporate accounting policies and financial reporting practices. The importance of history is introduced through a brief discussion on accounting history from both experiences of both western and Muslim Civilization. In understanding the theoretical framework of accounting, the various perspectives on financial accounting theory are examined with particular emphasis on their rationale and implications on accounting practice. General concepts of theory formulation are discussed and types of accounting perspectives and research are also introduced in this course. Corporate Accounting Policies are explained by the development of the Conceptual Framework and the Importance of a Regulatory Environment. The Standard Setting process in Malaysia is discussed. An analytical approach of the accounting standards is adopted by examining the recognition, measurement, disclosure and presentation of accounting information is discussed. Significant emphasis is placed on Asset Measurement, Nature of Liabilities, Types of Equity, Recognition of Revenue and Income Finally contemporary accounting practices and issues are discussed including corporate governance...
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...INTERNAL AUDITING AS AN EFFECTIVE TOOL FOR CORPORATE GOVERNANCE This journal of JBM International Science Press, examines the study of the relationship between internal audit and corporate governance with various argumentations of internal audit activities, attempting to sketch out their relationship. It analyses the contribution of internal audit to corporate governance. Based on what I found in the journal and my opinion, this journal have emphasized the importance of internal audit which is really compulsory for every company to follow as it improves the efficiency and effectiveness of the management and company. Moreover it also have mentioned that the relationship and communication between employer and management is important in internal control which is an effective idea on maintaining employer’s loyalty and reduce fraud. But this journal less focus on the disadvantage of internal control if it is not handled wisely which is really need to be considered before implementing internal audit control system. The journal have explained well on how the internal control benefits the company but as an auditor or a manager, one should also consider the disadvantage that might be faced by the company from internal audit control. Internal audit control systems have a few weaknesses that business owners must address. First, broad application. Internal audit control systems can be very broad in their application and this can create a weaker...
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...Abstract This paper has the aim to deep understand the typical problems of the Corporate Governance of China's State-Owned Enterprises (SOEs) and how, during the years the role of the Chinese government is changed. In particular it will discusses Chinese corporate governance in this narrow sense and attempts to explain the political core function of Party Organization. Moreover it will analyze a real case: “Sinosteel Corporation”. This company was created and projected by the Chinese government with the aim to be the leader in its sector. Its corporate governance is deeply influenced by the party consequently by the Chinese government, which contributed to its establishment and growth through several government-subsidies. Key words: China’s SOEs, Governance Structure, the CCP organization, internal control mechanism, Sinosteel. Abbreviations: CCP, China Communist Party; SOEs, State-Owned Enterprises; CICSC, China Internal Control Standards Committee; SASAC, State-owned Assets Supervision and Administration Commission; PSC, Party Standing Committee; CPCC, China Party Central Committee; Introduction The definition of corporate governance in China refers to the system that regulates the multiple relationships between all the parties with interests in a business organization, typically underlying the shareholders as a predominantly important group. However in practise corporate governance focus mainly on the agency problems in particular within two kinds of firms. The...
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...| Corporate Governance2 CreditsBU.231.720.84 Days and time: Wednesdays. 9:00 am – 12:00 pmSpring 2, 2015 March 25 - May 13, 2015HE BaltimoreRoom #206 | Instructor Dr. Demir Yener Contact Information 1625 Massachusetts Avenue, Washington DC. Office: 206K. Phone Number: (202) 650-6022; E-mail Address: demir.yener@jhu.edu Office Hours Mondays 4:30 – 5:00 pm or by appointment Required Text and Learning Materials: 1) Monks, Robert A.G. and Nell Minow. Corporate Governance (5th Ed. ISBN 978-0-470-97259-5), Wiley-Blackwell, 2011 2) Yener, Demir. Corporate Governance Primer 3) Lecture notes on Corporate Governance by Dr. Yener. 4) Other cases and readings to be distributed through BlackBoard as required. (Please note: the latest edition of the textbook will be adopted if there is one available. Please check out our online bookstore for most updated textbook information http://bookstore.mbsdirect.net/jhu-carey.htm.). Please see other required and recommended readings in the class schedule. Blackboard Site A Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at https://blackboard.jhu.edu. Support for Blackboard is available at 1-866-669-6138. Course Evaluation As a research and learning community, the Carey Business...
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...entrepreneurship and strategic management activities to gain wealth: CEOs' perspectives. Authors: Hagen, Abdalla Tootoonchi, Ahmad Hassan, Morsheda Pub Date: 01/01/2005 Publication: Name: Advances in Competitiveness Research Publisher: American Society for Competitiveness Audience: Academic; TradeFormat: Magazine/Journal Subject: Business; Business, general; Business, internationalCopyright: COPYRIGHT 2005 American Society for Competitiveness ISSN: 1077-0097 Issue: Date: Annual, 2005 Source Volume: 13 Source Issue: 1 Topic: Event Code: 200 Management dynamics Computer Subject: Company business management Geographic: Geographic Scope: United States Geographic Code: 1USA United States Accession Number: 138408287 Full Text: ABSTRACT This study explored means and ways that can help CEOs achieve wealth for their firms in the era of globalization. Using a sample of CEOs of MNCs, the findings of this study indicated that the majority of the CEOs agreed that many of the activities undertaken by organizations in an attempt to achieve wealth occur within six domains: Innovations, networks, internationalization, organizational learning, top management team and governance, and growth orientation. Critical challenges facing top management and the suggested recommendations were acknowledged by the participating CEOs. INTRODUCTION There is a general agreement regarding positive effects entrepreneurship has on firms' efforts for creating wealth (Lyon, Lumpkin, & Dess, 2000)...
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...The Influence of Societal Norms on Leadership, Corporate Culture and Ethical Business Practices Media is consistently reporting scandals, acts of dishonesty, and other unethical behaviors by organizations within the United States and abroad; many factors can be attributed to this issue. The primary reason is a corporate culture that lacks emphasis on ethical decision-making (Chen, Sawyers & Williams, 1997). Leadership often feels pressured to sellout their personal ethics to achieve organizational goals at any cost. The behaviors and actions of a workforce within an organization can be influenced by many factors. The culture within an organization consists of the behaviors and actions of the employees, management, stakeholders, creditors, customers, and society (Chan & Cheung, 2012). Corporate culture is defined as “the shared beliefs top managers in a company have about how they should manage themselves and other employees, and how they should conduct their business (es) (Ferrell, Fraedrich, & Ferrell, 2013 p. 181). How does this culture affect the business practices within the organization? If unethical behavior is the practice of the leadership within the organization then the employees within the organization will be negatively affected and therefore also exhibit unethical practices. If the leadership has significant influence over the workforce what may influence the leadership within the organization? Societal norms may negatively or positively impact the culture...
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...Stakeholders on corporate Decisions Babatunde Adesokan BUSI 301 March 27, 2013 Dr. Phiser Annotated Bibliography Brugha, Rhuairiand and Varvazovszky Zsuzsa. (2000). Stakeholder Analysis: a review. Health Policy and Planning 15(3), pg. 239-246. Retrieved from heapol.oxford journals.org/content/15/3/239.full.pdf+html on 06/13/14 This journal engages the stakeholder analysis to generate knowledge about relevant actors so as to understand their behaviors, intentions, interrelation, agendas, interests, and the influence or resources they have brought or could bring to bear on decision making processes. Dhir, S. Krishna. (2007). Stakeholder activism through nonviolence. Corporate Communications. An International Journal, Vol. 12(1), pg.75 – 93. Dhir is of the accounting faculty, Berry College, Georgia, Atlanta. The journal examined at length the furor of activists at the Niger Delta region of Nigeria, West Africa. These are people whose land had been taken forcefully by the government of the land without adequate compensation and development of the areas involved. Worst still is the non-chalant attitude of the officials of the companies drilling oil rings on the land towards the natives. The officials have what it takes to decide to treat the natives well but they refused because they did not see them as stakeholders but events that followed showed that they paid dearly for it. Graham, Kenny. (2013). The stakeholder or the firm? Balancing the strategic framework. Journal of Business...
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...Development | 3. | HMPRBA 303 | Corporate Governance | 4. | HMPRBA 304 | Management of Public & Private Participation | 5. | HMPRBA 305 | Marketing Research | 6. | HMPRBA 306 | Financial Management | 7. | HMPRBA 307 | Operations & Supply Chain Management | 8. | HMPRBA 308 | Innovation Management | 9. | HMPRBA 309 | Current Business Affairs & Soft Skills | 10. | HMPRBA 310 | Minor Project (8 weeks) & Viva - Voce | HMPRBA-301: Strategic Management The objective of this course is to acquaint students with the concepts, methods and tools of strategic management and their application in industry. UNIT I: Strategic Management-Basic process of strategic management; Benefits and limitations of strategic management; Goals and objectives, Business Vision, Mission and Objectives. UNIT II: Environment and Resources Analysis: Environmental Analysis, Industry and Competitive Analysis, the External Factor Evaluation (EFE) Matrix, Competitive Profile Matrix (CPM), Internal Analysis; Internal Factor Evaluation (IFE) Matrix, Porter’s Five Forces Model, SWOT Analysis and VRIO framework. UNIT III: Strategy Formulation: Porters Value chain - Generic competitive strategies - Portfolio Analysis and its limitation - BCG matrix and GE matrix - Building competitive - advantage for a firm - Strategy versus tactics and making a Strategic Choice - ‘Blue Ocean Strategy’. UNIT IV: Strategy Implementation and Control: Corporate Strategy - Business Strategy...
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