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Corporate governance rules and principles
Rules-based and principle-based approaches to corporate governance
Corporate governance rules and principles
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Recommended: Corporate governance rules and principles
Corporate Governance is the system by which firms are controlled and in essence directed, it includes several aspects and affects all aspects of a corporation. Governance is not one set of rules used to run corporations from around the world, just like the companies themselves there are several different types and each has its own benefits and determents. The principles-based form and the rule-based approach have very few similarities and several differences, the main one being the form of oversight. The rule-based approach is used in the United States and the principles-form is mostly used in other countries, the focus of this paper is to not only explain both approaches but also which is best. The principles method which is used in countries around the world is also known as the comply-or-explain approach. The government of each firm’s country creates the corporate governance policies that are followed. These procedures are required to either be followed or the company must present the governing body with just cause on why they are not in compliance. This method has several benefits, one being its ability to apply to almost all firms; it is up to the management to apply these governance principles. There are several detriments to each method used today, one severe downside the Comply-or-Explain approach is that disciplinary action is not taken when a firm does not comply and fails because of that non-compliance. This was witnessed in the economic downturn in 2002, firms that were not in compliance experienced harsh economic conditions than those that did not. The composition of the Board of Directors is a vital component of every corporate governance system, but yet it is only recommended in the principles method that the majo... ... middle of paper ... ...es. With the principles- approach there is a need for a more watchdog like governmental body, one that can impose penalties if a corporation does not comply or explain. While only a little over half of Germany based firms follow this approach where in the United Kingdom there is even less, it is important that these firms that do not follow explain why, they might even have a better approach to the principles they are not following. I believe that the Rules-Based approach that is used in the United States is the best option for corporate governance at this point in time, because of its ability to force compliance with the firms. However I think that the principles-based approach could eventually become a better option, due to its ability to change to the corporation’s needs, but only if there is a body of government that can oversee the compliance within the firms.
Ralph Nader, Mark Green and Joel Seligman, in an excerpt from Taming the Giant Corporation (1976, found in Honest Work by Ciulla, Martin and Solomon), take the current role of the company board of directors and suggest changes that should be made to make the board to be efficient. They claim the current makeup of the board does not necessarily do justice to the company because “in nearly every large American business…there exists a management autocracy” (Nader, Green and Seligman, 1976, p.570). The main resolution they present is to make the board more democratic with the betterment of the company as its first priority. Currently the board no longer oversees operations, or elects top company executives and they are no longer involved in the business operations to the extent they should be. Nadar, Green and Seligman argue that that all of these things need to be changed. For a corporation so large to be successful there must be separation of powers just as there is in any current government system ( p.571). They claim this is the only and best way to success (Nader, Green and Seligman, 1976, p.570-571).
The corporation’s business is carried out by its management, under the direction of the Board of Directors. The Board, and each committee of the Board, has complete access to management. Also, the Board and committee member’s has access to independent advisors as each considers necessary or appropriate. Mallor, Barnes, Bowers, & Langvardt (2010) state that the Board of Directors also, issues shares, Adopts articles of merger or sha...
Bibliography: Turnbull, S. (1997). Corporate governance: its scope, concerns and theories. Corporate Governance: An International Review, 5 (4), pp. 180--205.
This report gives the brief overview of the concept of corporate governance, its evolution and its significance in the corporate sector. The report highlights various key issues and concerns that are faced by the organizations while effectively implementing and promoting Corporate Governance.
Nottingham Trent University. (2013). Lecture 1 - An Introduction to Corporate Governance. Available: https://now.ntu.ac.uk/d2l/le/content/248250/viewContent/1053845/View. Last accessed 16th Dec 2013.
Secondly, companies have a duty to “seek balanced representation of each sex on their boards” . While the legal committee of the ANSA considers this to be a general principle without any legal force, for others, the provision is imperative. Every time a company appoints a new director, it has the obligation to show that it fulfilled its obligation (“Obligation de moyen”) to seek a balanced representation of its board.
Nowadays, corporation should deal with number of norms and laws because it is accepted a legal person. In case, the corporation breaches the law or does not act in benefit of the shareholders, stakeholders, employees, suppliers and society, it can be suited. Scholars believe that there are some theories that can be used for preventing businesses. Two of the most debated theories are stakeholder theory and shareholder theory.
As a consequence of the separate legal entity and limited liability doctrines within the UK’s unitary based system, company law had to develop responses to the ‘agency costs’ that arose. The central response is directors’ duties; these are owed by the directors to the company and operate as a counterbalance to the vast scope of powers given to the board. The benefit of the unitary board system is reflected in the efficiency gains it brings, however the disadvantage is clear, the directors may act to further their own interests to the detriment of the company. It is evident within executive remuneration that directors are placed in a stark conflict of interest position in that they may disproportionately reward themselves. The counterbalance to this concern is S175 Companies Act 2006 (CA 2006) this acts to prevent certain conflicts arising and punishes directors who find themselves in this position. Furthermore, there are specific provisions within the CA 2006 that empower third parties such as shareholders to influence directors’ remuneration.
The debate whether diversity is beneficial to corporate governance or not has persisted over the years. In this context, the concept of diversity relates to boardroom composition and the wide-ranging blend of characteristics, expertise, and attributes supplied by individual board members (Grosvold, Brammer and Rayton, 2007, p. 344). What is more, diversity in corporate boards of directors can assume a variety of forms, counting individual demographics such as, nationality, race, ethnicity, and gender (Singh, Terjesen, and Vinnicombe, 2008, p.48). Boardroom diversity in listed companies is dictated by an array of diverse factors, including profitability, company size, as well as the size of the board (the number of non-executive and executive directors) (Grosvold, Brammer and Rayton, 2007, p.346). In listed companies, the board of directors usually serves at least four significant roles i.e. controlling as well as monitoring managers, providing counsel and information to managers, ensuring conformity with relevant laws as well as regulations, plus connecting the corporation to the external business environment (Carter et al. 2010, p.398).
Organizations that only have top management as the board members are more susceptible to accounting malpractices. Members of the board should preferably own shares in the company to ensure diligence when it comes to the interests of the company. Apart from the Board of Governors, there should also be an audit committee in place to oversee the financial dealings of the bank. Members of the board and the audit committee should have basic financial knowledge. Some of the members should also be experts in finances so that they can detect any anomaly that may take place in terms of financial reporting. An overhaul of the regulatory framework is required to empower authorities to intervene immediately, and make improvements. New technology is required. Manual antiquated processes should be eliminated because this causes greater human error and poor
The board membership, irrespective of executive or non executive membership, is very crucial in the governance and management of the company. However, as the duties and responsibilities of directors vary according to their type of directorship; the rewards should also match the responsibilities carried out and be in line with the performance shown over period of time.
The Asian Financial Crisis which exposed the corporate governance weaknesses was a wake-up call for all the policymakers, standard setters as well as the companies (OECD, 2014). The parties that involved and affected from the crisis started to realize the importance of having strong corporate governance practices in their countries. Consequently, the Asian economies along with the OECD established the Asian Roundtable on Corporate Governance in 1999, in order to support the enhancement of corporate governance rules and practices (OECD, 2014).
...st a legal requirement. Thus it is very important to understand the role of board of directors and their functions. Boards of directors are difficult institutions to study not only because of their endogenous nature but also due to lack of theoretical structure. Empirical study of boards is difficult because of the various variables involved in the study and ambiguity arising in cases of certain classifications like whom do we consider as an independent director? The important questions concerned with the board are what determines their makeup, and what determines their actions.
According to Carol Padgett (2012, 1), “companies are important part of our daily lives…in today’s economy, we are bound together through a myriad of relationships with companies”. The board of directors remain the highest echelon of management in any company. It is the “group of executive and non-executive directors which forms corporate strategy and is responsible for monitoring performance on the behalf of shareholders” (Padgett, 2012:1). Boards are clearly critical to the operation of companies and they are endowed with substantial power in the statute (Companies Act, 2014). The board is responsible for directing and steering the company. The board accomplishes this by business planning and risk management through proper corporate governance.
Board of Directors refer to an elected group of individuals who represent shareholders in order to establish policies that are in relation to the corporate’s management and thereby making decisions on the company’s topmost issues. Their duties are to oversee the activities of a company. Company cannot