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involves monitoring performance toward strategic goals and taking corrective action when needed |
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strategies are formulated, goals are set strategies are implemented performance is measured against goals |
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focus on relationship between informational and behavioral control |
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concerned about 'doing the right thing' |
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concerned if the org is 'doing things the right way' |
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focuses on realtinoships between shareholders, BoD, and management |
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theory on the relationship between principals and their agents with emphasis on two problems 1) conflict of goals 2) difference in attitudes and pricniples |
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corporate governance mechanisms |
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committed and involved BoD shareholder activism managerial rewards and incentives |
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actions by large shareholders to prtect their interests when they fee that managerial actions of the corporation converge from shareholder value maximization |
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CEO also being the chairman of the BoD |
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Unity of command (in favor of duality) |
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provides clear focus eliminates confusion or conflict enhances responsiveness quick decisions based on first hand knowledge |
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agency theory (not in favor) |
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safeguards against corruption or incompetence removes conflict of interests improves perceptions of legitimacy |
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external governance control mechanisms |
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market for corporate control auditors banks and analysts regulatory bodies media and public activists |
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motivation to engage in expropriation of minority shareholders for personal gain business groups who can take coordinated action few external regulatory contraints |
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