Morgan Stanley: The 360 Performance Evaluation Process ▪ 1993: Morgan Stanley (MS) implements firmwide 360-degree evaluation process for over 2,000 professional employees at cost of over $1.5M. ▪ MS’s HR department is called Office of Development; Chief Development Officer is Tom DeLong The New System: ▪ Guiding Principle: 360-degree feedback solicited from: o Superiors
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at the Managing Director promotion. It is well known that a strong and unified culture is one of the key values of Morgan Stanley, they are not willing to maximize the business at the expense of their culture, teamwork and the integrity of the process. Once Nasr promotes Rob at this time, it will deliver a wrong signal to his fellow colleagues that aggressive and crude attitude, or other problems he has are acceptable and could be compromised if it means getting the job done. Managing Directors
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KENMARK CASE September 15, 1988 Kenmark first incorporated Source: Nov 3, 1997 Kenmark listed on the Second Board of the KLSE Source: Sept 3, 2001 Kenmark listed on the main Board of the KLSE Source: April 23, 2010 Hwang (Kenmark’s managing director) had notified that he had 53,363,092 shares or 29.93 per cent. Source: Bernama, June 8 Chen Wen Ling (Kenmark’s executive director) had reduced its stake in Kenmark from 16.51% as at April 23 to 7.76% now. The combined stake of both
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Organizational Structure In Toyota, the importance decisions have to come from Toyota Motor Corporation in Japan. From Chart-1 we can see that TMC has a three-tier executive system with executive vice president, chief officer (senior managing director) and managing officers responsible for group of affair(2) It's a design that put key decision making in the hands of executive in Japan and ultimately impaired its ability to prevent the now-burgeoning safety problems before they reached the crisis
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OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement
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Contents ANNUAL REPORT 2011 2 7 8 15 16 17 20 6 14 Notice of Annual General Meeting Corporate Information Corporate Governance Statement Statement on Corporate Social Responsibility Statement on Internal Control 24 26 27 87 92 25 Chairman’s Statement Corporate Structure 86 Financial Statements 91 List of Group Properties 94 Analysis of Shareholdings Proxy Form 19 Directors’ Profile 23 Audit Committee Report 2 UMS HoLDINGS BeRHAD (74125-V) ANNUAL RePoRt 2011 notice of ANNUAL GeNeRAL MeetING
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LETTER OF TRANSMITTAL 7Th August, 2012 Mr. Muhammad Zia Kayani Course Instructor for Company Law(MBA-R3Y) Institute of Business Management Dear Mr. Kayani: We are pleased to submit our report on topic Directors of Company While engaging ourselves in making this report, we gained useful information related to the procedures of election of directors and also find the eligibilty criteria for the election of directors other issue related to director of company. We have worked hard in
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CORPORATE WORLD Clause 49 of Listing Agreement on Corporate Governance —Dilip Kumar Sen SEBI has revised Clause 49 of the Listing Agreement pertaining to corporate governance vide circular dated October 29, 2004, which supersedes all other earlier circulars issued by SEBI on this subject. The article highlights important changes in the corporate governance norms. C lause 49 of the Listing Agreement, which deals with Corporate Governance norms that a listed entity should follow, was first
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Events that led to Cathy Walter to take actions In January 2004 when the NAB’s FX losses were revealed, Cathy Walter, a director of NAB, proposed that the global audit firm PricewaterhouseCoopers (PwC) be sued. The fees paid to PwC for advice in 2003 were twice as large as the fees paid to its statutory auditor (KPMG). Jim Power, a PwC partner, had acted as the NAB internal auditor during 2002. He had specifically advised Walter, who was chair of the Audit Committee, that the NAB was not exposed
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had domain-specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the important players in the banking and insurance industries, as a market coverage professional The financial services industry is characterized by firms where individual professionals attract
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