Mallory ordered the corporate treasurer to cover his mortgage payments of $20‚000 per month using Techno-Corp funds. Subsequently‚ when Techno-Corp began to have financial trouble Mallory borrowed a $1 million unsecured loan in the corporation’s name from Milhouse‚ a wealthy investor. Mallory was given express authority to borrow money for Techno-Corp; unfortunately‚ he has defaulted on this loan. Is Techno-Corp or Mallory liable to Milhouse for the $1 million corporate loan? RULE The general
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Good Corporate Culture Introduction “Corporate culture is the basic specifications which are created‚ discovered and developed by a specific organization in dealing with their own external adaptation and internal integration issues”. (Baeney‚ 2006) “It is used as a guide for organization members to feel‚ think and understand the issues related to cultural identity‚ including the guiding ideology of corporate‚ business idea‚ work style‚ values‚ and codes of conduct‚ ethics‚ cultural traditions
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Introduction: A discussion on corporate regulation and governance is of great importance in today’s economic world. A number of high profile collapses such as HIH‚ One Tel‚ Harris Scarfe‚ Ansett‚ focuses ones attention on governance issues. Nevertheless‚ corporate governance is not a static thing and even if basic structures remain the same‚ policies and procedures surrounding those structures should constantly be reviewed to ensure that the structure is working properly. Globalisation yields challenges
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“LIFTING THE CORPORATE VEIL”- AN OVERVIEW Definition-Lifting or Piercing the Corporate Veil Lifting or Piercing the Corporate Veil is a Legal process or proceedings taken to uncover the common shield in respect of any suspicious event happened or to be happened or on the basis of allegation made or to be made against the Company. This piercing process can be compared to a person lifting the curtain of a Drama Stage to know what is actually happening without being the drama commenced. Piercing the
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Corporate strategy Strategy is defined as the direction and scope of an organization over the long-term‚ which achieves advantage for the organization through its configuration of resources within a challenging environment‚ to meet the needs of markets and to fulfill stakeholder expectations. Johnson and Scholes (1982). Strategy can be used to describe an approach‚ stance‚ or long term. Strategies exist at several levels in any organization - ranging from the overall business (or group of businesses)
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practical role of the management accountant is to increase knowledge within an organization using a set of practices and techniques aimed at providing managers with financial and operational information to help them maintain effective control over corporate resources and reduce the risk associated with making decisions. Therefore the information generated by the management accountant should meet the following requirements: 1) allocate costs between costs of goods sold and inventories for internal
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Strategy Formulation: Corporate Level Strategy Reference: Henry “Understanding Strategic Management”‚ Chapter 8 Lecturer: Mathew Teale Facilitator: Michelle Thong Learning Objectives After studying this topic you should be able to: • Explain what is meant by corporate strategy; • Assess the effectiveness of different growth strategies • Evaluate related and unrelated diversification strategies • Assess the use of portfolio analysis • Explain the role of corporate parenting in creating
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Introduction Corporate social responsibility (CSR) is concerned with the relationship between the corporate sector and society‚ and focuses on particularly good corporate citizenship. The World Business Council for Sustainable Development defines Corporate Social Responsibility as the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as the local community and society at large
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[pic] Corporate governance developments in the UK Corporate governance developments in the UK are summarised as follows: Initial corporate governance developments in the UK began in the late 1980s and early 1990s in the wake of corporate scandals such as Polly Peck and Maxwell. Financial reporting irregularities led to the establishment of the ‘Financial Aspects of Corporate Governance Committee’ led by Sir Adrian Cadbury. The resulting Cadbury Report published in 1992 outlined a number
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Corporate Governance: Corporate governance involves regulatory and market mechanisms‚ and the roles and relationships between a company’s management‚ its board‚ its shareholders and other stakeholders‚ and the goals for which the corporation is governed.[1][2] Lately‚ corporate governance has been comprehensively defined as "a system of law and sound approaches by which corporations are directed and controlled focusing on the internal and external corporate structures with the intention of monitoring
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