Suchergebnisse

Intro -- Title Page -- Author's Note -- Introduction -- Chapter 1: Family Owned Business Defined -- Chapter 2 -- Family Owned Businesses - Facts and Characteristics -- 2.1. Family Owned Businesses Worldwide -- 2.2. Family Owned Businesses in the Middle East -- 2.3. Features of FOBs in the Middle East -- 2.4. Family Owned Businesses in GCC -- 2.5. Stages of FOB - Ownership and Common Issues -- Chapter 3 -- Challenges and Opportunities for FOBs -- 3.1. Challenges & -- opportunities for FOBs in GCC -- 3.2. SWOT ANALYSIS -- 3.3. Opportunities and Challenges for FOBs -- 3.4. Important Issues for Improving the CG policies for FOBs -- 3.5. Specific Suggestions for Enhancing CG Practices within FOBs -- 3.6. Family Businesses vis-à-vis Non Family Businesses -- 3.7. Family Governance Structure -- Chapter 4 -- Corporate Governance for FOBs -- 4.1. Benefits to FOBs -- 4.2. Benefits of CG to the Country -- 4.3. Importance of a CG code -- 4.4. Corporate Governance Code -- 4.5. Shareholders -- 4.6. Control aspects -- 4.7. External Audit -- 4.8. Disclosure and Transparency -- 4.9. Code of Conduct -- 4.10. Internal Audit -- 4.11. Enterprise Risk Management ("ERM") -- 4.12. Policies supporting CG Practices -- 4.13. Family Advisory Board -- Chapter 5 -- Family Constitution -- 5.1. Why Family Constitution -- 5.2. How A Constitution Is Prepared -- 5.3. Definition and Purpose -- 5.4. Constitution Contents -- Chapter 6 -- Going Public Option - Is it a solution or a problem? -- 6.1. Introduction -- 6.2. Prerequisites for going public -- 6.3. Advantages -- 6.4. Disadvantages -- 6.5. Steps to be taken to prepare for going public -- 6.6. Going Public Plan -- 6.7. Examples of MENA "FOBs" that have gone public -- Chapter 7 -- Corporate Social Responsibility -- 8.1. Clarity of Purpose -- 8.2. Formation -- 8.3. Target stakeholders -- 8.4. Interest Groups' Role.

Over the past years, we have heard and read plenty about how executives should behave more responsibly in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures. This book emphasizes the introduction of a new corporate governance blueprint for addressing these concerns in a more authentic, organic and holistic way. It is a roadmap toward a high-performance ethical culture. By way of this innovative system, Dr. Hubert Rampersad and Saleh Hussain, MBA, are launching a revolutionary concept that actively has human capital embedded in corporate governance in a manner that creates a stable basis for the personnel's trustworthiness, integrity, and engagement and ethical corporate excellence. Featuring numerous case examples and practical tools and exercises, this book will help the reader learn to: Develop, implement, and cultivate authentic personal governance and corporate governance effectively Create conditions for sustainable corporate governance Increase their personal effectiveness Develop their personal integrity effectively and become a better human being Develop ethical personal leadership Develop a highly engaged workforce, based on high ethical standards Create a high-performance culture and enhance the competitiveness of their organization Create conditions for an organizational climate marked by self-guidance, creativity, passion, and ethical behavior Develop a culture in which personal integrity and business ethics is a way of life

Over the past years, we have heard and read plenty about how executives should behave more responsibly in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures. This book emphasizes the introduction of a new corporate governance blueprint for addressing these concerns in a more authentic, organic and holistic way. It is a roadmap toward a high-performance ethical culture. By way of this innovative system, Dr. Hubert Rampersad and Saleh Hussain, MBA, are launching a revolutionary concept that actively has human capital embedded in corporate governance in a manner that creates a stable basis for the personnel's trustworthiness, integrity, and engagement and ethical corporate excellence. Featuring numerous case examples and practical tools and exercises, this book will help the reader learn to: Develop, implement, and cultivate authentic personal governance and corporate governance effectively Create conditions for sustainable corporate governance Increase their personal effectiveness Develop their personal integrity effectively and become a better human being Develop ethical personal leadership Develop a highly engaged workforce, based on high ethical standards Create a high-performance culture and enhance the competitiveness of their organization Create conditions for an organizational climate marked by self-guidance, creativity, passion, and ethical behavior Develop a culture in which personal integrity and business ethics is a way of life.

There has been an increasing emphasis on corporate governance in recent years in a global context. The board of any company is key to the adoption and implementation of corporate governance best practice. In this paper we examine the dynamics of corporate governance in Bahrain, a Middle‐Eastern country, by analysing the board structures of companies in Bahrain. We employ a survey methodology with a questionnaire being sent to all of the companies listed on the Bahrain Stock Exchange Market. The aim of the questionnaire is to elicit information regarding the structure, responsibilities and operation of corporate boards in companies in Bahrain. We find that non‐executive directors dominate the board composition, key factors influencing appointment of these directors being relevant skills and business experience and reputation. However, none of the companies has a Nominations Committee and so NEDs are generally nominated by the board as a whole or by major shareholders, Chairmen/CEOs. Nonetheless, the non‐executive directors would appear to be relatively independent, as in the majority of cases the NEDs are not former executive board members or major shareholders. Whilst Bahrain does not have a corporate governance code per se, the company law reforms contain some interesting provisions that will contribute to the corporate governance framework in Bahrain. Amongst these provisions is one that excludes directors from being on more than three boards. There are therefore some encouraging features and developments in corporate governance in Bahrain.

Corporate governance is developing rapidly in many countries across the world. In this paper we analyse the existing state of corporate governance in a country in the Middle East: Bahrain. We employ a survey methodology, with a questionnaire being sent to all of the companies listed on the Bahrain Stock Exchange Market. An analysis of the responses reveals that Bahraini companies have in place some of the features of corporate governance best practice with boards dominated by non–executive directors, for example, and the separation of the roles of Chair and CEO. However, it is not clear how effective the nomination/appointments process is and directors tend to be fairly entrenched. In terms of risk management and control, the majority of Bahraini companies have an internal audit department and risk management control. Overall, it seems that Bahraini companies have a number of key corporate governance structural features in place, but that there remains further progress to be made.