...cause of efficiency, transparency and equity particularly in the interest of the shareholders. Sustainable shareholder value has become the mantra for corporate immortality translating eventually into welfare of the society. Corporate governance is based on the relationship between agents and principals (agency theory). Agency theory explains how best the relationship between agents and principals can be tapped for purposes of governing a corporation to realize its goals. The owners of capital (shareholders) are the principals while the agents are the managers. The principals select and put in place both governors (directors) and auditors and ensure effective governance system is implemented whereas the managers are responsible for the day to day operations. Therefore corporate governance involves the way in which the boards oversee the running of a company by its managers and how board members are in turn accountable to shareholders and the company. DEFINITIONS OF CORPORATE GOVERNANCE Corporate governance is a set of rules that define the relationship between stakeholders, management, and board of directors of a company and influence how that company is operating. At its most basic level, corporate governance deals with issues that result from the separation of...
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...Innovative Management * Innovation = The generation, development and commercialization of products, new services or new business models by a firm. * Business model = The way a company creates, delivers and captures value. Innovation – Mostly fails (40%) * Radical innovation * Non-radical innovation No innovation = die (Kodak) Innovation: * Teamwork (Multiple perspectives) * No communication No product * Concept development Prod./Serv. Development Commercialization (process) * Innovation process in the book on page 347 Design-driven innovation * Propose the customer, without recognizing a problem. * Social process Innovation funnel (product screening) * Think 5 years ahead Product life cycle Disruptive innovation – Business model * New product with a different set of performance attributes * Underperforming on the attributes that mainstreams customers value * High improvement potential on these attributes Newspaper Website Model Christensen – The Innovator’s dilemma Problem for traditional brands. Customers think the service of the budget service is good enough. Problem for traditional brands. Customers think the service of the budget service is good enough. Solution: Brands like Air France-KLM makes a budget brand (EasyJet). Sustaining innovation * Bigger airplanes * Add service to a product (3) – Sept. 9th 2015 – Bas Koene Organizations and HRM – Chapter 8 How people create...
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...managerial decisions that could enable Triton Corporation to cut costs and improve on its returns. Initially Triton Corporation went into a recession but has recently emerged as a well performing company to realize the recent $15.2 million in 2014. Having a six operating divisions, Triton Corporation management have to craft decisions that will in the future ensure better performance. Organizations in the contemporary business environment have been faced with challenges pertaining to allocation of resources that are inevitably scarce. As a rationale, any business is in place to create value for the shareholders and also be in a position to comply with the going concern principle of sustainability. This company has therefore enlisted the services of an MBA intern like me to help in formulation of strategies that could steer forward the operations ensuring the past occurrences of a recession are not a repeat. The three major tasks ahead of me is to ensure proper planning of the manufacturing processes to make sure that little waste of resources is realized and secondly, come up with processes and activities that provide high value addition. The application of managerial accounting strategies in any environment are aimed at providing proper planning in all departments to ensure that decisions are well formulated and the organizational resources are utilized to the optimal. Besides, managerial accounting techniques will be sought by financial managers to in preparation of financial reports...
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...Management Accounting Environment Introduction Every organization small, medium and large needs someone to be in charge of day to day activities that is going to be responsible for decision making, planning, controlling, directing personnel, outlining organization structure and will be responsible for taking strategies in competitive advantages. In today’s business environment, corporate organizations need to take every advantage they can to remain competitive due to highly increasing competition in the market, i.e. electronics commerce ( e-commerce) and introduction of new technology day by day. Customers need specialized products and service and accurate information convening product they are purchasing, product availability, order status, delivering time. Shareholders expect greater value from their investment and accurate information of the financial status of the company. This new competitive environment requires companies ability to create value for their customers and to differentiate themselves from their competitors through the formulation of clear business strategy. In today's business environment, knowledge is power so business strategy must be supported by appropriate organizational factors such as accounting information systems, organizational design and effective manufacturing process Management Accounting deals with provision of information inside the company - that is, the process of identifying, measuring and forecasting, analyzing, interpreting...
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...ambitious in her quest. The reason behind this is the high expectations of the contributors who have entrusted the institution with their funds. The report goes further to apply its own finding in analyzing the relationship between Hermes and Total and arrives at the conclusion that the former should go ahead in pressuring the latter to offer a level of accountability that reflects their expectations. In a nutshell, the report proposes that an institutional investor should be actively involved in the strategy process of the company that they invest in (Drucker 2011, p. 107). Table of Contents Executive Summary 1 Summary of recommendations 3 Introduction and brief history 4 Strategic audit 5 Consultants report: Equipment 7 Management and planning 7 Consultant's Report: Services 9 Managing Finance 9 Issues and alternatives for the future 10 Information 11 Reference list 12 Summary of recommendations Institutional investors are organizations which accumulate large amounts of finances and invest them in real property, securities and other investment opportunities like assets. They are non-bank organizations that deal...
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...[pic] Corporation Law BULAW 5915 1/22/2013 Suneel Younis Mughal Ub 300 92 001 1.0 Corporate Governance Corporate Governance practice aim to ensure that the board is accountable to stakeholders, especially shareholders, and that management is accountable to the board (Lipton, Herzberg & Welsh, 2010).It is helpful to an understanding of corporate governance to appreciate that it is concerned with how corporate entities are governed as distinct from the way the businesses within those entities are managed. Governance relates to where the company is going. Management is concerned with getting the company there. This distinction is central is determining the role and function of the board and its relationship with management (Lipton et al., 2003). In the ASX Corporate Governance is described as “the framework of rules, relationships, systems and processes within and by which authority is exercised and controlled in corporations. It encompasses the mechanisms by which companies, and those in control, are held to account. Corporate governance influence how the objectives of the company are set and achieved, how risk is monitored and assessed, and how performance is optimised (Lipton et al., 2003). There is no single model of good corporate governance. The eight core principles that the ASX Corporate Governance Council believes underlie good corporate governance. 1. Lay solid foundation for management and oversight-Fundamental to any corporate governance structure...
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...a brief overview of capital structure effects. Identify the ways in which capital structure can affect the WACC and FCF. Capital structure presents how a company finance its operations. It is expressed as percentage of debt, preferred stock, common equity used in financing a company's operations.[1] WACC calculates a company's “cost of capital in which each category of capital is proportionately weighted. All capital sources - common stock, preferred stock, bonds and any other long-term debt - are included in a WACC calculation.”[2] “WACC depends on percentage of debt and common equity (wd) and (ws), the cost of debt (rd) and cost of stock (rs ) and the corporate tax rate (T)”.[3] WACC = wd(1 – T)rd + wsrs The effect of debt on WACC and Free Cash Flow is influenced by impact of the capital structure on value.[4] Capital structure affects the WACC and FCF of a company in many ways. The debt holders have a right to a cash flow before shareholders, which means that dividend can't be paid out unless all obligations toward debt holders for the specific period of time are met. Because of that, the cost of stock, rs goes up.[5] A high debt increases the risk of bankruptcy for a company, which might able to meet all payments. This risk of bankruptcy causes pre-tax cost of debt, rd, to increase.[6] In addition, increased risk of bankruptcy reduces ed free cash flow, which can be affected by legal costs of bankruptcy, “short sale” of assets, as well as decrease in sales, lost...
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...environmental impacts of organizational actions is necessary to make effective operational and capital investment decisions that positively impact organizational objectives and satisfy the objectives of multiple stakeholders. ▪ The financial payoff of a proactive sustainability strategy can be substantial. ▪ To become a leader in sustainability, one needs to articulate what sustainability is, develop processes to promote sustainability throughout the corporation, measure performance on sustainability, and ultimately link this measurement to corporate financial performance. ▪ Corporate citizenship is an important driver for building trust, attracting and retaining employees, and obtaining a “license to operate” within a community. ▪ Corporate citizenship is much more than charitable donations and public relations—it’s the way the company integrates sustainability principles with everyday business operations and policies and then translates all of this into bottom-line results. ▪ For sustainability to be long lasting and useful, it must be representative of and integrated into day-to-day corporate activities and corporate performance. ▪ If sustainability is seen only as an attempt to provide effective public relations, it does not create long-term value and can even be a value destroyer. ▪ The key to success is integrating sustainability into business decisions, identifying, measuring, and reporting (both...
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...environmental impacts of organizational actions is necessary to make effective operational and capital investment decisions that positively impact organizational objectives and satisfy the objectives of multiple stakeholders. ▪ The financial payoff of a proactive sustainability strategy can be substantial. ▪ To become a leader in sustainability, one needs to articulate what sustainability is, develop processes to promote sustainability throughout the corporation, measure performance on sustainability, and ultimately link this measurement to corporate financial performance. ▪ Corporate citizenship is an important driver for building trust, attracting and retaining employees, and obtaining a “license to operate” within a community. ▪ Corporate citizenship is much more than charitable donations and public relations—it’s the way the company integrates sustainability principles with everyday business operations and policies and then translates all of this into bottom-line results. ▪ For sustainability to be long lasting and useful, it must be representative of and integrated into day-to-day corporate activities and corporate performance. ▪ If sustainability is seen only as an attempt to provide effective public relations, it does not create long-term value and can even be a value destroyer. ▪ The key to success is integrating sustainability into business decisions, identifying, measuring, and reporting (both...
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...Financial Management means the efficient and effective management of money (funds) in such a manner as to accomplish the objectives of the organization. It is the specialized functions directly associated with the top management. The significance of this function is not only seen in the 'Line' but also in the capacity of 'Staff' in overall administration of a company. It has been defined differently by different experts in the field. It includes how to raise the capital, how to allocate it i.e. capital budgeting. Not only about long term budgeting but also how to allocate the short term resources like current assets. It also deals with the dividend policies of the share holders. Financial management has emerged as a distinct field of study only in the early part of this century, as a result of consolidation movement and formation of large enterprises. Its evolution may be divided into three phases. The Traditional phase, The Transitional phase and The Modern phase The Traditional Phase: This phase has lasted for about four decades. Its finest expression was shown in the scholarly work of Arthur S. Dewing, in his book tilted the Financial Policy of Corporation in 1920s. In this phase the focus of financial management was on four selected aspects. It treats the entire subject of finance from the outsider's point of view (investment banks, lenders, other) rather than the financial decision maker in the firm. It places much importance of corporation finance and too...
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...------------------------------------------------- In Management accounting or managerial accounting, managers use the provisions of accounting information in order to better inform themselves before they decide matters within their organizations, which allows them to better manage and perform control functions ------------------------------------------------- Definition[edit] IFAC Definition of enterprise financial management embracing three broad areas: cost accounting; performance evaluation and analysis; planning and decision support. Managerial accounting is associated with higher value, more predictive information.[1] Copyright July 2009, International Federation of Accountants One simple definition of management accounting is the provision of financial and non-financial decision-making information to managers.[2] According to the Institute of Management Accountants (IMA): "Management accounting is a profession that involves partnering in management decision making, devising planning and performance management systems,and providing expertise in financial reporting and control to assist management in the formulation and implementation of an organization's strategy".[3] ------------------------------------------------- Scope, practice, and application[edit] The American Institute of Certified Public Accountants (AICPA) states that management accounting as practice extends to the following three areas: * Strategic management—advancing the role of the management accountant as a strategic...
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...create value for stakeholders and especially for shareholders Summary * Corporate governance is the set of mechanisms used to manage the relationship among stakeholders and to determine and control the strategic direction and performance of organization. Effective governance that aligns managers’ decisions with shareholder’s interests can help produce a competitive advantage for the firm. * Three internal governance mechanisms (1) Ownership concentration, (2) The board of directors, (3) Executive compensation. The market of corporate control is an external governance mechanism. This market is a set of potential owners seeking to acquire undervalued firms and earn above-average returns on their investments by replacing ineffective top-level management team. * Ownership is separated from control in the modern corporation. Owners hire managers to make decisions that maximize the firm’s value. Thus, modern corporations are characterized by an agency relationship that is created when one party hires and pays another party to use its decision making skills. As risk-bearing specialists, owners diversify their risk by investing in multiple corporations with different risk profiles. * In a large number of family-owned firms, ownership and managerial control are not separated at all. Family-controlled firm face at least two problem related to corporate governance. First, as they grow, they may not have access to all of the skilled to effectively manage the firm. ...
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...– Test 1 (9,1,2,4,7,8) Chapter 9: Managerial Decision Making Decision: a choice made from available alternatives Decision-making: the process of identifying problems and opportunities and then resolving them Programmed decisions: involve situations that have occurred often enough to enable decision rules to be developed and applied in the future Non-programmed decisions: are made in response to situations that are unique, are poorly defined and largely unconstructed, and have important consequences for an organization Certainty: all the information the decision maker needs is fully available Risk: a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative is subject to change Uncertainty: managers know which goals they wish to achieve, but information about the alternatives and future events is incomplete Ambiguity: the most difficult decision situation; the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define and information about outcomes is unavailable * Can create a “wicked decision problem” which are associated with conflicts over goals and decision alternatives Classical-rational model: decision making based on rational economic assumptions and manager beliefs about what ideal decision making should be * Economics assumes that people are rational * How a decision maker SHOULD decisions (normative) * Considers all the alternatives...
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...Chapter 1 An Overview of Financial Management LEARNING OBJECTIVES After reading this chapter, students should be able to: • Explain the career opportunities available within the three interrelated areas of finance. • Identify some of the forces that will affect financial management in the new millennium. • Briefly explain the responsibilities of the financial staff within an organization. • Describe the advantages and disadvantages of alternative forms of business organization. • State the primary goal in a publicly traded firm, and explain how social responsibility and business ethics fit in. • Define an agency relationship, give some examples of potential agency problems, and identify possible solutions. • Identify major factors that determine the price of a company’s stock, including those that managers have control over and those that they do not. • Discuss whether financial managers should concentrate strictly on cash flow and ignore the impact of their decisions on EPS. LECTURE SUGGESTIONS Chapter 1 covers some important concepts, and discussing them in class can be interesting. However, students can read the chapter on their own, so it can be assigned but not covered in class. We generally spend much of the first day going over the syllabus and discussing grading and other mechanics relating to the course. To the extent that time permits, we talk about the topics that will be covered in the course and the structure...
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...| Deakin UniversityAssignment Attachment SheetFaculty of Business and Law | Date received | This form must be completed, signed and attached to each assignment you submit within the Faculty of Business and Law. If submitting online, this form must be completed and submitted with your assignment. Last NamePlease use block letters, and enter your name as it appears on your Deakin student card | First Name | Student ID | Li | Ke | 900335188 | Unit code | Unit name | Campus | Lecturer/Tutor/Unit Coordinator | MAF754 | Enterprise Risk Management | | Lecturer: David SewellPeter | | | | Tutor: | Assignment number / title | Due date | Assignment 2: A research paper of enterprise risk management for Sinomaster(SMT) group | 25 May 2012 | If this assignment has been completed by a group or team:1. Each student in the group must complete and sign a separate form;2. The assignment will be returned to the student in the group nominated below.*This assignment was completed in a group or team: No (circle or delete as necessary)The assignment should be returned to the student named on this form: No (circle or delete as necessary) | Plagiarism and Collusion Plagiarism occurs when a student passes off as the student’s own work, or copies without acknowledgement as to its authorship, the work of another person. Collusion occurs when a student obtains the agreement of another person for a fraudulent purpose with...
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