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Corporate Stewardship: The 'Buck' Stops with the Board.

机译:企业管理:“责任”在董事会中止。

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摘要

For-profit and nonprofit corporate governance is more alike than it is different. Although chief executive officers and executive directors are usually the public face of an individual corporation, legally and structurally, the buck stops with the governing board for both types of corporations. As such, it is incumbent upon corporate governing boards to set the appropriate ethical "tone at the top" to promote the long-term health of a corporation and to prevent the kind of corporate malfeasance the United States saw in the late 1990's and into the 2000's. During that period, the federal government stepped up oversight efforts in response to the growing concerns about serious and seemingly pervasive illegal and unethical activities in both the for-profit and nonprofit sectors. Both legislation and regulation, such as the Sarbanes-Oxley Act of 2002 and the 2008 release of the Internal Revenue Service's best governance practices for tax-exempt organizations, was pursued to address a perceived culture of greed and corruption. Unfortunately, the 2008-2009 financial crisis and the fraudulent loses reported by nonprofits since 2008 make it clear that laws and regulations alone are not enough to curb bad behavior. Boards of for-profit and nonprofit corporations must take it upon themselves to apply higher ethical standards to their oversight and decision-making processes. More than mere compliance with laws, greater principles must be at play whereby boards of directors do what is right for the long-term interests of all corporate stakeholders. In this paper, I present case studies of Enron and WorldCom, on the for-profit side, and American University and the Smithsonian Institution, on the nonprofit side, to explore the similarities in governance structures between the two types of entities and to investigate the concepts and importance of applying the ethical principle of stewardship in corporate governance. It is through the application of this ethical principle that we can turn the tide back from greed inducing short-term self-interest and towards the pursuit of long-term outcomes leading to successful and sustainable corporations which are beneficial for all stakeholders.
机译:营利性和非营利性公司治理的不同之处在于相似之处。尽管从法律上和结构上来讲,首席执行官和执行董事通常是一家公司的公众形象,但对于这两种类型的公司,董事会都无法承担责任。因此,公司董事会有责任设定适当的道德“基调”,以促进公司的长期健康并防止美国在1990年代末及以后出现的公司渎职行为。 2000年代。在此期间,联邦政府加大了监督力度,以应对人们越来越关注的是营利性和非营利性部门中严重且看似普遍的非法和不道德行为。立法和法规(例如2002年的《萨班斯-奥克斯利法案》)和2008年发布的国税局为免税组织提供的最佳治理实践都是为了解决人们普遍认为的贪婪和腐败文化。不幸的是,2008年至2009年的金融危机以及2008年以来非营利组织报告的欺诈性损失表明,仅凭法律和法规还不足以遏制不良行为。营利性和非营利性公司的董事会必须承担起自己的责任,以便在监督和决策过程中应用更高的道德标准。不仅仅是遵守法律,还必须发挥更大的原则,使董事会为所有公司利益相关者的长远利益做正确的事情。在本文中,我将以营利为目的,对安然公司和世界通讯公司以及非营利性方面的美国大学和史密森尼学会进行案例研究,以探讨两种类型实体之间在治理结构上的相似之处并调查在公司治理中应用管理道德原则的概念和重要性。通过应用这一道德原则,我们可以扭转潮流,从引起短期自我利益的贪婪转向追求长期成果,从而导致对所有利益相关者有利的成功和可持续的公司。

著录项

  • 作者

    Westcott, Kathi S.;

  • 作者单位

    Georgetown University.;

  • 授予单位 Georgetown University.;
  • 学科 Business Administration General.;Ethics.
  • 学位 M.A.L.S.
  • 年度 2015
  • 页码 117 p.
  • 总页数 117
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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