Term
|
Definition
| mechanism established to allow diff. parties to contribute capital, expertise, and labor for their mutual benefit |
|
|
Term
| Board of Directors responsibilities |
|
Definition
-set corp. vision, strat, goal, mission -Hire/fire top mgmt -control/monitor/supervise top mgmt -review/approve use of resources -care for shareholder interests |
|
|
Term
|
Definition
| obligation of Board members to monitor and evaluate top mgmt |
|
|
Term
| Role of BoD in strategic mgmt (3) |
|
Definition
-Monitor -Evaluate and Influence -Initiate and determine |
|
|
Term
|
Definition
| shows possible degrees of involvement (low to high)
|
|
|
Term
|
Definition
|
|
Term
|
Definition
| Officers make decisions, votes as officers recommend actions |
|
|
Term
|
Definition
|
|
Term
|
Definition
| involved to limited degree in perf/review of decisions |
|
|
Term
|
Definition
| Approves questions, makes final decisions on mission/strat/policies/objectives. Perform fiscal/mgmt audits |
|
|
Term
|
Definition
| Leading role in establishing mission/obj/strat/policies |
|
|
Term
|
Definition
| officers/execs employed by corporation |
|
|
Term
|
Definition
| Execs of other firms, not employees of corp. |
|
|
Term
|
Definition
| Problems arise in corporations because agents (top mgmt) are not willing to bear responsibility for decisions unless they own substantial amnt of stock. |
|
|
Term
| Proponents of Agency Theory |
|
Definition
-Inside Directors select less risky with quick payoffs -larger proportion of outside favor growth through expansion |
|
|
Term
|
Definition
| Because of Inside director long tenure with corp., they tend to identify with it more. |
|
|
Term
|
Definition
| Handle legal or insurance work or important suppliers. |
|
|
Term
| Retired executive directore |
|
Definition
| used to work for the company |
|
|
Term
|
Definition
| Descendants of founder (significant portion of stock) |
|
|
Term
|
Definition
Inclusion of corporation's workers on board. (union agmt's or ESOPs) -pioneered by Germany (supervisory board and mgmt board) |
|
|
Term
| Direct interlocking directorate |
|
Definition
| two firms share a director or Exec of one sits on board of other |
|
|
Term
| Indirect Interlocking Directorate |
|
Definition
| two corps have directors who also serve on the board of a third firm (bank) |
|
|
Term
|
Definition
| determined by corporation's charter and its bylaws. avg=10 |
|
|
Term
|
Definition
| Consulted by Chair/CEO regarding board affairs and coordinates the annual evaluation of the CEO |
|
|
Term
|
Definition
-requires directors serving on audit committee be independent. -formal procedures for whistle-blowers. -CEO and CFO must certify financial info. -disclose if there is a code of ethics for CEO/CFO |
|
|
Term
| Top MGMT responsibilities |
|
Definition
getting things accomplished through and with others in order to meet objectives. 1)provide exec leadership and a strat vision 2)Manage strategic planning process |
|
|
Term
|
Definition
| provide change and movement in an organization by providing a vision for that change |
|
|
Term
| Key Chars of Trans. Leaders (3) |
|
Definition
1) CEO articule strategic vision 2) CEO present a role for others to identify with (role model) 3) Communicates high standards, shows confidence in followers abilities |
|
|
Term
|
Definition
| confidence blinds them to info that is contrary to decided course of action |
|
|
Term
| Bottom-Up/Top-down strat. planning |
|
Definition
BU-appropriate in multidivisional corps in stable environments TD-Turbulent environments |
|
|