Corporate strategy ethics and governance pdf
Corporate Strategy, Governance and Ethics in the Global Environment | ABE UKMCB Group Ltd is led by a committed and unitary Board, which has the ultimate collective responsibility for the overall stewardship and oversight of the organisation. Through this framework, the Board sets out the strategic directions of the Group and has entrusted the day-to-day running of the organisation to the Management Executives, with their performance against set objectives and policies closely monitored. The Board thereafter ensures that the Group is being managed in accordance with its directions and delegations. The Board has delegated authority to various Board Committees to provide specialist guidance and make recommendations, through established reporting mechanisms, on areas and matters delegated to them. Each committee has its own charter, approved by the Board and reviewed as required, which sets out, inter alia , its roles, responsibilities, composition and meetings requirement. The Group is led by a Board comprising 12 members, including 2 female members: 2 executive, 4 non-executive and 6 independent non-executive directors. Biographical details are available by clicking on the relevant name.
CPA-STRATEGIC, GOVERNANCE & ETHICS-CORPORATE STRATEGY
CA51 Strategy, Governance and Ethics PDF notes
One of the most important roles of corporate governance is to ensure that strategic decisions are made in the interest of those with a stake in successful outcomes. Boards have increasingly become more focused on corporate shareholders, but a shift may be beginning to occur. The interests of stakeholders, such as customers, potential customers and non-customers impacted by the decisions of a company, may begin to get attention as corporate governance plays an increasingly strategic role. Corporate governance is the system used to direct and control organizations. One of the many important roles played by corporate boards and executive committees is to establish and enforce policies deemed necessary for the effective operation of the company. These may include codes of ethical conduct towards customers, vendors, employees and shareholders, input into the organization's structure, as well as approval of functional positions and responsibilities. This may include input into the corporate culture, or a host of subtle governance cues that affect the transparency or opaqueness of strategic decision making.
By supporting ethically sound behavior, managers can strengthen the relationships and reputations their companies depend on. Many managers think of ethics as a question of personal scruples, a confidential matter between individuals and their consciences. These executives are quick to describe any wrongdoing as an isolated incident, the work of a rogue employee. Ethics, after all, has nothing to do with management. In fact, ethics has everything to do with management. Rarely do the character flaws of a lone actor fully explain corporate misconduct.
Candidates performance was generally abysmal and quite disappointing below average considering the nature of the questions administered. The poor performance may be attributed to two reasons. Firstly, candidates could be described as ill-prepared towards the examination and lacked in-depth understanding of the subject area. There was a general shallowness exhibited by candidates throughout all centres. Secondly, candidates seem to lack enough information regarding the nature of the examination. Candidates may have expected to meet scenario-based questions throughout as was administered in the immediate past sitting but were met with a call and response demand type of questions that required less of analytical thinking and more of ability to memorize and recall. Quite frankly, the nature of examination influenced, to a large extent, the approach candidates resorted to in their preparation towards the examination.