暗記メーカー

暗記メーカー

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GG&SR SG-5

GG&SR SG-5
29問 • 1年前
  • Jhe Xiell
    • 通報

    問題一覧

  • 1

    Relates to the exercise of oversight, control and authority

    Governance

  • 2

    Remains important as a mechanism for ensuring continued growth, change and accountability for organizational resources and strategy

    Governance

  • 3

    Formal system of oversight, accountability and control for organizational decisions and resources

    Corporate governance

  • 4

    Relates to a system of checks and balances that limit employees and managers opportunities to deviate from policies and codes of conduct

    Oversight

  • 5

    Relates to how well the content of workplace decisions is aligned with a firm's stated strategic direction

    Accountability

  • 6

    Involves the process of auditing and improving organizational decisions and actions

    Control

  • 7

    Some people believe that as long as a company is mximizing shareholder wealth and profitability, it is fulfilling it's core responsibility

    Corporate governance and social responsibility

  • 8

    Model that bases management decisions toward what is in the best interest of investors

    Shareholder model of corporate governance

  • 9

    Founded in classic economic precepts including the maximization of wealth for investors and owners

    Shareholder model of corporate governance

  • 10

    Model that sees management as having responsibility to it's stakeholders in addition to it's responsibility for economic success

    Stakeholder model of corporate governance

  • 11

    Based on a collaborative and relational approach to business and it's constituents

    Stakeholder model of corporate governance

  • 12

    Corporate Governance Issues

    Executive compensation, auditing and control, risk management, CEO selection and termination decisions, integrity of financial reporting, role of the CEO in board decisions, organizational ethics program

  • 13

    Assume legal responsibility for the firm's resources and decisions and they appoint it's too executive officers

    Board of directors

  • 14

    Have the responsibility to act for the best interest of those they serve; there membership is not designed as a vehicle for personal financial gain

    Board of directors

  • 15

    Best Board of directors

    Colgate-palmolive, Intel, johnson and johnson, pfizer

  • 16

    Worst of Boards of directors

    Apple, gap, xerox, tyson foods

  • 17

    They have allocated scarce resources to the organization, shareholders and investors expect to grow and reap rewards form their investment

    Shareholders and investors

  • 18

    Are fundamental to effective operations as they allow for comparisons between the actual performance and the planned performance and goals of the organization

    Controls and strong risk management

  • 19

    Normally used to indicate responsibilities associated with insurance, liability, financial, decisions and related issues

    Risk management

  • 20

    Have an obligation to avoid ethical misconduct in the organization

    Directors

  • 21

    Are not held responsible for negative outcomes, if they are informed and diligent in their decision making

    Directors

  • 22

    Should guide decisions and buffer the possibility of illegal conduct

    Ethical values

  • 23

    Also provides mechanisms for identifying risks and planning for recovery when mistakes or problems occur

    Governance

  • 24

    2 major conceptualizations of corporate governance

    Shareholder model of corporate governance, stakeholder model of corporate governance

  • 25

    Issues in Corporate Governance Systems (4)

    Board of directors, shareholders and investors, internal control and risk management, executive compensation

  • 26

    Helpful in looking for effective Board of Directors (3)

    Independence, quality, performance

  • 27

    Just a social responsibility objectives require more employees and executive, board of directors are also experiencing increasing accountability and disclosure mandates

    Independence

  • 28

    Finding board members who have some expertise in the forms industry or who have serve as chief executives at similar sized organizations is good strategy for improving the boards overall quality

    Quality

  • 29

    An effective board of directors can serve as a type of insurance against the business cycle and the natural highs and lows of the economy

    Performance

    • IMC Forecasting

    IMC Forecasting

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    IMC Forecasting

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    GG&SR SG-2

    Jhe Xiell · 36問 · 1年前

    GG&SR SG-2

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    GG&SR SG-3

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    Jhe Xiell · 25問 · 1年前

    GG&SR SG-3

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    GG&SR SG-4

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    GG&SR SG-4

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    STOM-SG-1

    STOM-SG-1

    Jhe Xiell · 26問 · 1年前

    STOM-SG-1

    STOM-SG-1

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    STOM-SG-2

    STOM-SG-2

    Jhe Xiell · 36問 · 1年前

    STOM-SG-2

    STOM-SG-2

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    STOM-SG-3

    STOM-SG-3

    Jhe Xiell · 29問 · 1年前

    STOM-SG-3

    STOM-SG-3

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    STOM-SG-4

    STOM-SG-4

    Jhe Xiell · 34問 · 1年前

    STOM-SG-4

    STOM-SG-4

    34問 • 1年前
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    GG&SR SG6

    GG&SR SG6

    Jhe Xiell · 37問 · 1年前

    GG&SR SG6

    GG&SR SG6

    37問 • 1年前
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    GG&SR SG8

    GG&SR SG8

    Jhe Xiell · 32問 · 1年前

    GG&SR SG8

    GG&SR SG8

    32問 • 1年前
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    GG&SR SG7

    GG&SR SG7

    Jhe Xiell · 22問 · 1年前

    GG&SR SG7

    GG&SR SG7

    22問 • 1年前
    Jhe Xiell

    問題一覧

  • 1

    Relates to the exercise of oversight, control and authority

    Governance

  • 2

    Remains important as a mechanism for ensuring continued growth, change and accountability for organizational resources and strategy

    Governance

  • 3

    Formal system of oversight, accountability and control for organizational decisions and resources

    Corporate governance

  • 4

    Relates to a system of checks and balances that limit employees and managers opportunities to deviate from policies and codes of conduct

    Oversight

  • 5

    Relates to how well the content of workplace decisions is aligned with a firm's stated strategic direction

    Accountability

  • 6

    Involves the process of auditing and improving organizational decisions and actions

    Control

  • 7

    Some people believe that as long as a company is mximizing shareholder wealth and profitability, it is fulfilling it's core responsibility

    Corporate governance and social responsibility

  • 8

    Model that bases management decisions toward what is in the best interest of investors

    Shareholder model of corporate governance

  • 9

    Founded in classic economic precepts including the maximization of wealth for investors and owners

    Shareholder model of corporate governance

  • 10

    Model that sees management as having responsibility to it's stakeholders in addition to it's responsibility for economic success

    Stakeholder model of corporate governance

  • 11

    Based on a collaborative and relational approach to business and it's constituents

    Stakeholder model of corporate governance

  • 12

    Corporate Governance Issues

    Executive compensation, auditing and control, risk management, CEO selection and termination decisions, integrity of financial reporting, role of the CEO in board decisions, organizational ethics program

  • 13

    Assume legal responsibility for the firm's resources and decisions and they appoint it's too executive officers

    Board of directors

  • 14

    Have the responsibility to act for the best interest of those they serve; there membership is not designed as a vehicle for personal financial gain

    Board of directors

  • 15

    Best Board of directors

    Colgate-palmolive, Intel, johnson and johnson, pfizer

  • 16

    Worst of Boards of directors

    Apple, gap, xerox, tyson foods

  • 17

    They have allocated scarce resources to the organization, shareholders and investors expect to grow and reap rewards form their investment

    Shareholders and investors

  • 18

    Are fundamental to effective operations as they allow for comparisons between the actual performance and the planned performance and goals of the organization

    Controls and strong risk management

  • 19

    Normally used to indicate responsibilities associated with insurance, liability, financial, decisions and related issues

    Risk management

  • 20

    Have an obligation to avoid ethical misconduct in the organization

    Directors

  • 21

    Are not held responsible for negative outcomes, if they are informed and diligent in their decision making

    Directors

  • 22

    Should guide decisions and buffer the possibility of illegal conduct

    Ethical values

  • 23

    Also provides mechanisms for identifying risks and planning for recovery when mistakes or problems occur

    Governance

  • 24

    2 major conceptualizations of corporate governance

    Shareholder model of corporate governance, stakeholder model of corporate governance

  • 25

    Issues in Corporate Governance Systems (4)

    Board of directors, shareholders and investors, internal control and risk management, executive compensation

  • 26

    Helpful in looking for effective Board of Directors (3)

    Independence, quality, performance

  • 27

    Just a social responsibility objectives require more employees and executive, board of directors are also experiencing increasing accountability and disclosure mandates

    Independence

  • 28

    Finding board members who have some expertise in the forms industry or who have serve as chief executives at similar sized organizations is good strategy for improving the boards overall quality

    Quality

  • 29

    An effective board of directors can serve as a type of insurance against the business cycle and the natural highs and lows of the economy

    Performance