#CORPORATE GOVERNANCE Tweet Book01: How Corporate Governance Adds Value to Your Business

Happy About
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CPA Brad Beckstead has multiple perspectives and insights into corporate governance from both private and public entity perspectives. As a CPA and SOX consultant specializing in smaller company audits and SEC compliance, he knows how important it is for auditors and regulators to have clear and uncompromising views into a company's internal control system. At the same time, he understands how difficult-and tricky-it can be for smaller companies to remain in constant compliance, especially within the shifting sands of bureaucracy and regulation. Brad is also keenly aware of the fact that hyper-regulation impacts a company's ability to keep its eye on the bottom line, and can occasionally put the corporate entity itself into jeopardy. In #CORPORATE GOVERNANCE tweet, Brad condenses all of his professional experience and expertise into wisdom that can be deployed by smaller companies today. In simple language that even a layman can assimilate and appreciate, coupled with the quick-to-action tweet format, Brad explains what corporate governance means and how to effectively implement it for the benefit of the organization. He covers the design, implementation, and testing of a system of internal controls that will work for both private and public entities over both short and long term periods of time. He explains how corporate compliance impacts senior executives, shareholders, managers, customers, and other stakeholders such as the community, vendors, and contractors. The author's broad and deep knowledge and first-hand experience speak clearly to readers of his slim yet handy volume. The reader comes away with a lucid understanding of how corporate governance and effective systems of internal controls must be deployed in order to protect the best interests of the company and its stakeholders. #CORPORATE GOVERNANCE tweet is part of the THiNKaha series whose slim and handy books contain 140 well-thought-out quotes (tweets/ahas).
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About the author

Brad Beckstead specializes in audits, corporate governance, and internal control design and implementation for smaller public companies. He is a Certified Public Accountant, a Certified Information Systems Auditor (CISA), and is Certified in Risk and Internal Systems Controls (CRISC). Brad is Audit Partner and SOX specialist at L.L. Bradford & Company, CPAs in Las Vegas, Nevada. He is the former Managing Partner at Beckstead and Watts, LLP, an audit firm that won a case in 2010 before the Supreme Court against the Public Company Accounting Oversight Board. Brad has trained numerous U.S. and China-based companies on the effective design, implementation, and testing of internal control systems in accordance with Section 404 of the Sarbanes-Oxley Act. He has also conducted training programs for Sun Microsystems during the rollout of their virtual office concept. In 2006, Brad was named one of the “Top 100 Most Influential Accountants” by Accounting Today, an accounting trade journal. Brad created corporate governance, internal control, and accounting policies and procedures templates, which are bundled and sold on his website, SOX404lite.com.

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Additional Information

Publisher
Happy About
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Published on
Sep 30, 2012
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Pages
132
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ISBN
9781616990701
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Best For
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Eligible for Family Library

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Inhaltsangabe:Introduction: During my time of studying business and economy, I have been fascinated by the fact that nearly everything in our world is influenced by the global economy. Every simple trade transaction or exchange of services involves a lot of people and impacts several countries nowadays. The constant rise of the globalisation produced multinational enterprises with a lot of power and control over big parts of the world s resources. The decay of human moral understanding and the recent scandals due to unethical business practices promoted my interest of multicultural and ethical business. The change in the business ethos and the grey zones emerged due to country differences supported unethical business behaviour. Ethics and moral as defined thousands of years ago by the first philosophers need to be taken seriously again. Especially, by institutions, which have an influence on many people and our environment, as businesses have nowadays. My goal is to illustrate this importance of business ethics and their main instrument, the codes of ethics. Is there really a need for business ethics? If everybody would act morally, why is then everybody talking about ethics in the business context? Following the thoughts of Aristotle s virtue ethics and Kant s categorical imperative, there would be no need of business ethics since everybody would be trustworthy and respect the society and the nature. Recent scandals on the other hand illustrated that ethics and moral are not well-known in enterprises with its main goal of profit maximization and that managers tend to live against the categorical imperative. The debate about the connection between business and ethics started with the birth of modern capitalism and intensified with the industrialisation and globalisation. Capitalistic thoughts, increase of corporations and individualization of humans created opportunistic behaviour, which is incompatible with the moral of values according to Aristotle. The globalization and impact of growing number of stakeholders aggravate the situation of the society s moral understanding. Through NGOs and media pressure and a change in customer s attitudes towards corporate responsibilities the awareness of a missing moral occurred. Multinational enterprises have to face various dilemmas caused by differences in cultures and national laws. These diversities and gaps on the global level provoke grey zones, which corporations can take and some already took [...]
Governance Issues in Strategic Alliances is a volume in the book series Research in Strategic Alliances that focuses on providing a robust and comprehensive forum for new scholarship in the field of strategic alliances. In particular, the books in the series cover new views of interdisciplinary theoretical frameworks and models, significant practical problems of alliance organization and management, and emerging areas of inquiry. The series also includes comprehensive empirical studies of selected segments of business, economic, industrial, government, and nonprofit activities with wide prevalence of strategic alliances. Through the ongoing release of focused topical titles, this book series seeks to disseminate theoretical insights and practical management information that should enable interested professionals to gain a rigorous and comprehensive understanding of the field of strategic alliances. Governance Issues in Strategic Alliances contains contributions by leading scholars in the field of strategic alliance research. The 10 chapters in this volume deal with significant issues relating to the governance of strategic alliances. These issues range from governance structure choices under diverse conditions of uncertainty, risks, controls, and resources, to the effects of governance decisions on asset protection, cooperative relationships, internal tensions, and culture management. The chapters contain empirical as well as conceptual treatments of the selected topics, and collectively present a wideranging review of the noteworthy research perspectives on the issues of governance in strategic alliances.
The leadership that a board of directors and its individual directors provides has a profound affect on the future of a company in terms of its performance and success. Whilst much has been written about corporate governance little has been written about the dynamics of board architecture, yet the board is a key decision-making body within a company. In this book, the author shows how board members, consultants and policy-makers need to understand the complexity of board architecture, recognising that directors and their leadership skills are dependent on the type of company and its stage of development. Operating at board level is never easy. This book can help to explain why and assist in altering a company's approach to one that is more successful. Just as you may undertake an analysis of the personality type of the various people that you deal with in a client company, the author argues that you can also undertake an analysis of the company at board level. Dynamic Directors provides an invaluable guide to assisting in the development of boards and in showing how successful board development can lead to successful companies, be they family run, entrepreneur, subsidiary or companies listed on the Stock Exchange. Based on the author's experience of working with a wide range of companies, this new book provides practical help and advice. Matching the dynamic environment that companies operate in with guidance as to how companies can align their board structures and composition, Dynamic Directors can help to ensure that the board is the best decision-making team that a company has to help it achieve its goals.
Every few years, there comes along a product or service that so elegantly and uniquely fills a market void that it requires no marketing effort and generates its own demand. The vast majority of products or services on the market, however, require significant demand generation efforts. This explains the flood of how-to books on lead generation, maintaining a healthy sales pipeline, or robust marketing strategies.

In the veritable flood of consultants offering expertise on how to generate demand, keep pipelines full, or retain clients, only a few come across as true experts--sharing wisdom and tips that are practical, applicable, and worth the read. #DEMAND GENERATION tweet is one such book--a voice that stands apart from the crowd. Written by a serial entrepreneur who walks his talk, the book is a compilation of 140 true and tested insights that will help you rev up your sales pipeline, both in the long and short terms.

Gaurav Kumar starts with the essentials, fully aware that they are the foundation on which all further knowledge will rest. These include knowing and profiling customers, nurturing leads, engaging with all relevant stakeholders, and communicating fully, honestly, and clearly. What makes the book a must-read is that the author shares his own practical insights, gleaned from decades of experience, on what it takes to master the demand generation game. For the most part, the book is prescriptive, but it also points out common missteps, places where even veteran strategists are likely to slip. It's just one of the little extras that make this book a worthy read.

Sales and business development leaders, marketing strategists, business analysts, business owners, and C-level executives will all benefit immediately from reading this book, and yet a sales newbie will also be able to visualize the big picture on demand generation. If your charter is to boost your sales pipeline, whether individually or as part of a group effort, then you will surely benefit from #DEMAND GENERATION tweet.

#DEMAND GENERATION tweet is part of the THiNKaha series whose slim and handy books contain 140 well-thought-out quotes (tweets/ahas).

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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