By Richard M. Steinberg
Content material:
Chapter 1 what's GRC, and Why Does It topic? (pages 1–4):
Chapter 2 tradition, the severe motive force (pages 5–20):
Chapter three Cost?Effective Compliance courses (pages 21–40):
Chapter four Ethics courses: one other Foundational Block (pages 41–57):
Chapter five chance administration and the monetary System's close to Meltdown (pages 59–73):
Chapter 6 what's danger administration approximately? (pages 75–98):
Chapter 7 enforcing ERM (pages 99–117):
Chapter eight Does inner keep an eye on really count? (pages 119–132):
Chapter nine regulate over Operational functionality (pages 133–152):
Chapter 10 forums of administrators' concentration (pages 153–167):
Chapter eleven Overseeing procedure and possibility administration (pages 169–183):
Chapter 12 CEO reimbursement, Succession making plans, and administration (pages 185–200):
Chapter thirteen functionality dimension and Reporting (pages 201–218):
Chapter 14 development an efficient Board (pages 219–230):
Chapter 15 averting Board Pitfalls (pages 231–250):
Chapter sixteen the place the facility Lies (pages 251–264):
Chapter 17 Structural concerns on the Board (pages 265–280):
Chapter 18 seeking to the long run (pages 281–298):
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Extra info for Governance, Risk Management, and Compliance: It Can't Happen to Us - Avoiding Corporate Disaster While Driving Success
Example text
These are just a few examples of how use of the term governance has spread. I believe “governance” is most appropriately applied to the allocation of power between the board of directors, management, and shareholders. If memory serves, this definition was coined by Canada’s Dey Commission; in any event, it captures how the term was traditionally used before being extended far beyond. Communication is enhanced when we use the term management to mean what management does, and leave governance to what happens at the board level and the board’s interfaces.
9 Also indicative of the relative importance of the compliance officer role are the reporting relationships.
At that time the Japanese government stepped in, ordering the company to revamp its recall system. In 2002, customer complaints flooded in saying car engines became clogged with sludge. Toyota promptly claimed it had done nothing wrong; rather, car owners simply weren’t changing their oil often enough. The company finally agreed to extend warranties, but after customers found the claims filing process too challenging, a class-action lawsuit was filed. In 2007, the now well-publicized problem of accelerators in Camry and Lexus models sticking under floor mats arose.