GOVERNANCE. PAPER CODE: MBD 107. SEMESTAR: 1ST SUBMITTED BY SOUMYA KANTI BOSE ENROLLMENT NO: DDE/MBA/JUL2013/14. REGISTRATION NO: APPLIED FOR. SESSION: JULY 2013 - JUNE 2015. INDEX PARTICULARS | PAGE NO | Introduction | 03 | Objectives of Study | 03 | World Scenario in Corporate Governance | 03 | Indian Scenario in Corporate Governance | 03-04 | Corporate Governance Practices By State Bank of India, India | 04-05 | Corporate Governance Practices By Axis Bank Ltd, India | 05-13 |
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Need of Corporate Governance 5. Framework of Corporate Governance 6. Principles of Corporate Governance in India and in the World 7. Merits and Demerits of Corporate Governance 8. Impact of Violation of Corporate Governance Laws 9. Case Study – a) Satyam b) Pfizer c) 3rd Company 10. Conclusion 11. Bibliography Definition "Corporate Governance is concerned with holding the balance between economic and social goals and between individual and communal goals. The corporate
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Chapter 1- The Pay Model Compensation: Does it matter? Compensation is one of the most powerful tools organizations have to influence their employees. General Motors (GM), like Chrysler, has, for decades, paid its workers well—too well perhaps for what it received in return. Having labor costs higher than the competition, without corresponding advantages in efficiency, quality, and customer service, does not seem to have served GM or its stakeholders well. On the other hand, Nucor Steel pays
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Wal-Mart Case Study Dr. Tonya D. Moore MNGT 5650 November 24, 2013 Introduction Wal-Mart can be defined as Goliath in the biblical story of David and Goliath (only he doesn’t fall), the “strategic Corporal,” a self-licking ice-cream cone, the industry benchmark, labor exploiter, cost cutting surgeons with chain-saws, and America’s company. Wal-Mart perceptions are across the board and in essence reflect all of our societal issues and problems in one massive company. They survive and
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HBR CASE STUDY stick to the Coreor Go for Advaark achieved phenomenal success selling one service very well But now customers are asking for more, creating a strategic dilemma that could tear the company apart by Thomas J.Waite "Cut! spike Sanchez stomped toward the stage, his arms waving the music to a stop. Wearing black from head to toe, sporting dark glasses, and sweating under the heat of the lights, he was losing his patience. A highly respected music video director, Sanchez
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THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists
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Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational
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example of poor crisis management, and contrast toy maker Mattel’s recall crisis of 2007 as an example of successful crisis management. It will first lie out the rhetorical context of each case before embarking on a detailed analysis equating the effectiveness of both firms’ external communications, and in the case of Ford-Firestone, how these might have been alternatively approached in order to avoid detrimental reputational damage. * Fink (1986, from King, 2000) defines an organisational crisis
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Lipton Wachtell Why has Wachtell been so successful? - Niche o M&A, hostile takeovers o General counsels, CEOs come to Wachtell when they have a problem - Size: small o 1 office (140 attorneys in 1995, 193 today); organic growth (no mergers/acquisition of other firms & only 2 lateral partners in entire history) o Benefits = control over quality of work; quality of recruits; sense of collegiality; maintenance of position in niche (if it stays significantly smaller
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S HOULD WE do away with HR? In recent years, a number of people wbo study and write about business-along witb many wbo run businesses-bave been debating that question. Tbe debate arises out of serious and widespread doubts about HR's contribution to organizational performance. And as mucb as I like HR people-I bave been working in tbe field as a researcher, professor, and consultant for 20 years -1 must agree that tbere is good reason for HR's beleaguered reputation. It is often ineffective, incompetent
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