Committee for Economic Development Fall Policy Conference
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Can Diversity in the Boardroom Quell Corporate Corruption? Steven A
Loyola University Chicago, School of Law LAW eCommons Faculty Publications & Other Works 2003 Flaw in the Sarbanes-Oxley Reform: Can Diversity in the Boardroom Quell Corporate Corruption? Steven A. Ramirez Loyola University Chicago, School of Law, [email protected] Follow this and additional works at: http://lawecommons.luc.edu/facpubs Part of the Securities Law Commons Recommended Citation Ramirez, Steven, Flaw in the Sarbanes-Oxley Reform: Can Diversity in the Boardroom Quell Corporate Corruption, St. John’s L. Rev. 837 (2003). This Article is brought to you for free and open access by LAW eCommons. It has been accepted for inclusion in Faculty Publications & Other Works by an authorized administrator of LAW eCommons. For more information, please contact [email protected]. A FLAW IN THE SARBANES-OXLEY REFORM: CAN DIVERSITY IN THE BOARDROOM QUELL CORPORATE CORRUPTION? STEVEN A. RAMIREZt INTRODUCTION Why talk about the intersection of race and corporate law? Because that is literally where the money is. Corporations produce ninety percent of our total gross domestic product.1 The top 500 corporations control seventy-five percent of our nation's most productive assets.2 In a society that is as materialistic as ours, to talk about any systemic racial reform without discussing corporate governance misses this central point.3 In short, if our society continues to be permeated by the consequences of yesteryear's apartheid, it is axiomatic that corporate governance f Professor of Law and Director, Business and Transactional Law Center, Washburn University School of Law. Courtney T. Kennedy and Brian Perkins provided excellent research assistance for this Article. -
LEADING and MANAGING GLOBALLY VP+ Directors Managers with YALE SCHOOL of MANAGEMENT and INTERNATIONAL INSTITUTE for MANAGEMENT DEVELOPMENT (IMD)
Target Audience LEADING AND MANAGING GLOBALLY VP+ Directors Managers WITH YALE SCHOOL OF MANAGEMENT AND INTERNATIONAL INSTITUTE FOR MANAGEMENT DEVELOPMENT (IMD) Companies around the world have gone global at an accelerated speed. Yet many companies are not fully prepared for a world in which the biggest business opportunities are global in nature and scope. Executives in the six-week program, Leading and Managing Globally, acquire the global mindset and competencies needed to effectively lead in this world, from bridging cultural divides, to PROGRAM STRUCTURE recognizing more deeply the sources of organizational power and information flow, to overcoming barriers to change. Time Commitment: 6 weeks/ 5 flexible hours per week USE INFORMAL AUTHORITY TO IDENTIFY AND BRIDGE CULTURAL LEAD EFFECTIVELY IN A MATRIXED CREATE ALIGNMENT AND CHANGE DIFFERENCES ACROSS DISTANCE GLOBAL ORGANIZATION Format: Self-paced with live faculty and team Improve management of global Identify sources of informal Overcome resistance to change interactions power and leverage your virtual teams across cultural, and achieve team integration and language and time differences network of relationships alignment within complex matrixed Output: Action plan with to influence those sources structures concrete roll-out strategy Use cultural decentering Manage interdependence techniques to diagnose cultural Define new metrics and KPIs to between organizational units differences and avoid team align purpose and drive FACULTY and foster knowledge flows conflicts arising from misaligned -
Good Governance and the Misleading Myths of Bad Metrics
Academy of Management Executive, 2004, Vol. 18, No. 1 ........................................................................................................................................................................ Good governance and the misleading myths of bad metrics Jeffrey Sonnenfeld In the aftermath of the well-publicized corruption governance metrics ratings services, the best and malfeasance in several large public corpora- known of which are Institutional Shareholder Ser- tions, especially at the executive and board levels, vices (ISS) and Governance Metrics International investors and analysts are searching for manage- (GMI). While firms such as Moody’s and The Cor- ment tools to measure the vulnerability of firms to porate Library use a wide mix of criteria to evalu- dishonesty, fraud, and corruption. While this effort ate companies, including their openly qualitative to improve governance through uniform guidelines judgment, ISS and GMI rely more on crisp numer- is understandable, at times boards and companies ical scoring systems. Some even believe that it is are reaching out for any life preserver that comes dangerous for firms to challenge the influential ISS along. Some firms are capitalizing on this desper- and GMI ratings services, given the attention paid ation by setting themselves up as corporate gover- to them by credit analysts, institutional portfolio nance experts. In 1999, when William Donaldson managers, and liability underwriters.3 was chairman of Aetna, he said prophetically, “I ISS and GMI look at public records to score firms fear that there is a growing cottage industry of on their governance effectiveness by using sim- superficial thought about corporate governance.”1 plistic checklists of standards or metrics based The swelling number of governance consultants heavily upon cliche´s and myths, rather than on has made Donaldson’s statement truer than ever. -
Power & Politics
POWER & POLITICS Langone (Draft) MGMT-GB.3366.10 Fall 2017 Professor R. Kabaliswaran Office: KMC 7-56 Class: KMC 4-80 E-mail: [email protected] (best way to reach me) Class Hours: W 6:00:9:00. Dates: 9/27-12/20. Office Hours: Usually an hour before class and by appointment Deliverables: My Constituency Map due session 7. One individual midterm case report due session 9. Class Reflection Journal: Do each session on previous session’s case/s and discussion. Put it all together , broken by session, and post as ONE word document before last class session. No need for journal write up on content of midterm case session and the last session. One take-home final due last session. Welcome to the elective course in Power & Politics! Course Theme Politics is not a dirty word! We just got to learn how to play good politics and keep out bad politics. By the same logic, power by itself does not necessarily corrupt though absolute power may corrupt absolutely. In other words, this course is about how to conquer the world, or at least survive the corporate jungle, without losing our soul. Even if you don’t want to play politics, good or bad, you still need the skills from this course to ensure that you don’t become a victim of politics. Course Objectives • Understanding what power is: People often have a misperception of what power, the basis of political behavior, really means. By the end of this course you should be able to have not only a conceptual understanding of what power is within an organizational context but a practical grasp of what the actual sources of power are. -
3169'·. Mission Over Certain Through Rates (S
1910~ CONGRESSIONAL RECORD-SENATE. 3169'·. mission over certain through rates (S. 5106 and :a:. R. 17536) of the American Revolution, of the State of New Hampshire, to the Committee on Interstate and Foreign Commerce. for retention of Division of Information in the Immigration Also, petition . of · Frederic.k Burgess, of Garden City, Long Bureau-to the Committee on ·Immigration and Naturalization. Island, N. Y., for Senate bill 404, Sunday rest bill~to the Com- By Mr. SWASEY: Petition of Board of Trade and Mechan mittee on the District· of Golumb1n. -. · · ics' Association, of Bath, Me., against Senate bill 5106, that all Also, petition of New York State Assembly, favoring the build steamship lines having rail connections with rail-and-water ing of a battle ship in the Brooklyn Navy-Yard-to the Com- routes shall be subject to . the interstate-commerce law with inittee on Naval Affairs. reference to their port-to~port ti·affic-to the Committee on In ..Also, petition of ·citizens of Gloversville, N. Y., for repeal of terstate and Foreign Commerce. the Dick military law-tp the Committee on Military Affairs. Also, petition: of Eastern River Grange, of Dresden, Me., and Also, petitions of American Embassy Association of New York Topsham Grange, of Topsham, Me., favoring a national health and Rochester (N. Y.) . Chamber of Commerce, favoring House bureau-previously referred to the Committee on Agriculture. bill 15814, for consular buildings abroad-to the Committee on reference changed to the · Committee on Interstate and Foreign Foreign Affairs. Commerce. Also, petitions of John C. Orr Company and James H. -
The Diapason an International Monthly Devoted to the Organ, the Harpsichord and Church Music
THE DIAPASON AN INTERNATIONAL MONTHLY DEVOTED TO THE ORGAN, THE HARPSICHORD AND CHURCH MUSIC Si:d,.Sixth Year~ No. ! - Whole No. 785 FEBRUARY. 1975 Anteri~an Guild of Organists MmlVINTER CONCLAVE Bousion~ Texas De~. 26-28 In the Franck. tbe Germanic reeds worth. visiting. Private toun had been discipline usually begins with years of by Lat'ry Palmer were jarring. but Mr. Anderson's over arranged so the delegates had a more study of theory. harmony, and countcr all sense of tlle musical architecture was inclusil'e showing than usual. point, followed by exercises in writing superb. The 4taize. a sort of "Wedge" William Teague'. late afternoon reo and impro"ising canons. duos, trios, in· fugu~ a la Buckminster Fuller, received cital at Moody Memorial Methodist ,,'entions, and eventually fugues - all a scintillating performance. although in Church was entitled "Goodby to Christ· using traditional harmonies. Not until our opinion there arc more notes than ...... " the grammar lessons arc completely 3S· Nearly 150 ugistrants came to Hou~ music in this work. Program: NoS X, Grand jell el duo, similated does a French student begin lon, TL"Xas for the annual midwinter Following the recital, a modest group Daquin: Allein Gott in dcr Hah' lei Ebr' constructing his or her own freer musi (Le.. post.Christmas) get-together spon of people gathered for the "Get·Ac· (ClavierQbung III). Bach: Les Bc!rgc.rs, cal language in the paraphrase, toccata, sored by the AGO. For those from quam ted" hour at the conclave head. La Nativi~, Messiaen; Varladom lOr tryptique, ,'ariation. or the larger free northern climes who hoped to escape quart('rs, the Marriott Motor Hotel. -
THE U.S. STATE, the PRIVATE SECTOR and MODERN ART in SOUTH AMERICA 1940-1943 By
THE U.S. STATE, THE PRIVATE SECTOR AND MODERN ART IN SOUTH AMERICA 1940-1943 by Olga Ulloa-Herrera A Dissertation Submitted to the Graduate Faculty of George Mason University in Partial Fulfillment of The Requirements for the Degree of Doctor of Philosophy Cultural Studies Committee: ___________________________________________ Director ___________________________________________ ___________________________________________ ___________________________________________ Program Director ___________________________________________ Dean, College of Humanities and Social Sciences Date: _____________________________________ Spring Semester 2014 George Mason University Fairfax, VA The U.S. State, the Private Sector and Modern Art in South America 1940-1943 A Dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy at George Mason University by Olga Ulloa-Herrera Master of Arts Louisiana State University, 1989 Director: Michele Greet, Associate Professor Cultural Studies Spring Semester 2014 George Mason University Fairfax, VA Copyright 2014 Olga Ulloa-Herrera All Rights Reserved ii DEDICATION This is dedicated to Carlos Herrera, Carlos A. Herrera, Roberto J. Herrera, and Max Herrera with love and thanks for making life such an exhilarating adventure; and to María de los Angeles Torres with gratitude and appreciation. iii ACKNOWLEDGEMENTS I would like to express the deepest appreciation to my committee chair Dr. Michele Greet and to my committee members Dr. Paul Smith and Dr. Ellen Wiley Todd whose help, support, and encouragement made this project possible. I have greatly benefited from their guidance as a student and as a researcher. I also would like to acknowledge Dr. Roger Lancaster, director of the Cultural Studies Program at George Mason University and Michelle Carr for their assistance throughout the years. -
SENATE 3477 and the National-Defense Program: to the Tery Purposes," Approved April ·28, 1906, Security Administrator to Accept Gifts for Committee on the Judiciary
1941 .CONGRESSIONAL RECORD-· SENATE 3477 and the national-defense program: to the tery purposes," approved April ·28, 1906, Security Administrator to accept gifts for Committee on the Judiciary. in which it requested the concurrence of St. Elizabeths Hospital and to provide for the 936. Also, petition of the Daughters of the administration of such gifts (with an accom :American Revolution, Washington, D. C., the Senat~. panying paper); to the Committee on the petitioning consideration of their resolution INTER-AMERICAN mGHWAY THROUGH District of Columbia. with reference to education; to the Commit CENTRAL AMERICAN REPUBLICS (H. PETITIONS AND MEMORIALS tee on Education. DOC. NO. 197) Petitions, etc., were laid before the The VICE PRESIDENT laid before the Senate by the Vice President, or present Senate the following message from the ed by Senators, and referred as indicated: President of the United States, which SENATE By the VICE PRESIDENT: was read, and, with the accompanying A resolution of the City Council of Gard· THURSDAY, MAY 1, 1941 papers, referred to the Committee on ner, Mass., approved by the mayor, favor J;"oreign Relations. ing amendment of existing law providing a The Chaplain, Rev. Z~Barney T. Phil 30-day lay..:Off period after 18 months of lips, D. D., offered the following prayer: To the Congress of the United States ot employment under theW. P. A.; to ·the Com America: mittee on Appropriations. · 0 God, our Maker and Defender, from I commend to the favorable considera A resolution adopted by 45 Rotary Clubs of -
Yale Global Executive Leadership Program Yale Is a Place to Think About Big Ideas That Will Change the World
YALE GLOBAL EXECUTIVE LEADERSHIP PROGRAM YALE IS A PLACE TO THINK ABOUT BIG IDEAS THAT WILL CHANGE THE WORLD. AND BUILD KNOWLEDGE, SKILLS, AND CONNECTIONS THAT WILL BENEFIT YOU FOR THE REST OF YOUR LIFE. AN EXCLUSIVE PROGRAM FOR CXOs & WOULD-BE CXOs As a leader, the world expects you to compete strategically and win globally, no matter the odds. The Yale Global Executive Leadership Program prepares you for these challenges, to rise to the highest levels of global leadership. You will leave the program equipped with strategic insights, leadership skills, and the deep understanding of global business context needed to drive growth and profitability in a high-performing organization. The intensive residential design, carefully orchestrated curriculum, world-class faculty, state-of-the-art facilities, and dynamic peer-to-peer interaction combine to create an unparalleled learning experience that will forever change the way you do business. Your five weeks at Yale will include participation in the world-renowned Yale Chief Executive Leadership Institute. Upon completion of GELP, you will join the Association of Yale Alumni, an elite group of successful industry leaders who span the globe. You will gain exclusive access to an array of resources that facilitate lifelong learning, growth, and success. UNIQUE YALE ADVANTAGE Yale University alumni include CEOs of global corporations, 19 Supreme Court justices, 5 U.S. presidents, 5 Academy Award winners, 13 living billionaires, and many foreign heads of state. In addition, Yale has graduated hundreds of members of Congress and many high-level U.S. diplomats, including former U.S. Secretary of State Hillary Clinton and current Secretary of State John Kerry. -
Ross Production March 2019
Slattery, Elizabeth (Federal) From: Beaumont, Dina (Federal) Sent: Thursday, April 5, 2018 6:02 PM To: Bedan, Morgan (Federal) Subject: FW: New Dina Beaumont Department of Commerce | Office of the Secretary Office: 202.482.1368 [email protected] From: Marie‐Josee Kravis [mailto:(b)(6) @KKR.com] Sent: Thursday, April 05, 2018 5:26 PM To: (b)(6) Mrs. Ross ' < (b)(6) Mrs. Ross >; (b) (6) non-Gov ' < (b) (6) non-Gov >; Beaumont, Dina (Federal) <[email protected]> Subject: Dear Hilary and Wilbur, (b)(6) As I mentioned to you, this year Bilderberg is meeting in Turin Italy, beginning with dinner June 7 and ending at noon June 10. We would love to have Wilbur return to update us on US trade and economic policy and would adjust the program to his schedule. Best, Marie‐Josée ================================================================= ============== Please refer to http://www.kkr.com/email-disclaimer for important disclosures regarding this electronic communication. ================================================================= ============== 1 Slattery, Elizabeth (Federal) From: Elizabeth Power Robison ((b)(6) @milkeninstitute.org) <(b)(6) @milkeninstitute.org> Sent: Friday, April 27, 2018 11:51 AM To: Neuhaus, Chelsey (Federal); Bedan, Morgan (Federal) Subject: RE: A special request from Mike Milken Chelsey, Tuesday is nearly fully booked. I have time available at 7:20 am, 8 am, 8:20 am, 5:20 pm, and 5:40 pm. There is also time at 6 pm on Mon, April 30. Do any of these spots work? Elizabeth From: Neuhaus, Chelsey (Federal) [mailto:[email protected]] -
United States Department of State Telephone Directory
United States Department of State Telephone Directory This customized report includes the following section(s): Key Officers List (UNCLASSIFIED) 7/5/2019 Provided by Global Information Services, A/GIS Cover UNCLASSIFIED Key Officers of Foreign Service Posts Afghanistan HRO Jason Beck ICITAP Steve Bennett MGT Lori Johnson KABUL (E) Great Massoud Road, (VoIP, US-based) 301-490-1042, Fax No working Fax, INMARSAT Tel 011-873-761-837-725, OPDAT Jon Smibert Workweek: Saturday - Thursday 0800-1630, Website: POL/MIL Tim Enright https://af.usembassy.gov/ SDO/DATT CDR James Hilton CON Acting DCM Daniel Koski Officer Name PAO Brian Beckmann DCM OMS Abena Owusu-Afriyie GSO Sally Lewis ACS Erin Williams RSO Janet Meyer ALT DIR Michael McCord AID Mikaela Meredith AMB OMS Emily Weston CLO Rachel Cormier CM James DeHart ECON Jeffrey Bowan CM OMS Melisa Woolfolk EEO Daniel Koski Co-CLO Stephanie Sever FMO Jason Beck ECON DEP Brett Makens IMO Stephen Craven FM Gary Hein IPO Roy Timberman HRO Jami Papa ISO Justan Neels INL Marc Shaw ISSO Roy Timberman MGT Lawrence Richter POL Carson Relitz Rocker MLO/ODC COL Brady Wilkins PAO/ADV William Bellis POL DEP Gerard (Jerry) Hodel Algeria POL/MIL Raymond Hotz POSHO Scott Klimper ALGIERS (E) 5, Chemin Cheikh Bachir Ibrahimi, +213 (770) 08- SDO/DATT MAJ Marisa Morand 2000, Fax +213 (23) 47-1781, Workweek: Sun - Thurs 08:00-17:00, SRSO Thomas Barnard Website: https://dz.usembassy.gov/ TREAS Alex Zerden Officer Name US EXEC DIR David Smale AMB OMS Rebecca A. Robinson AMB John R. Bass FM John T. -
Leadership 500-2012
2012 Leadership 500 VOL. 29 NO. 10 LEADERSHIP DEVELOPMENT PROGRAM RANKING SUPPLEMENT OCTOBER 2012 by Ken Shelton excellence in leadership development How broad is the involvement and without recognizing the program how deep the participation? 4. OR OUR 2012 Leader- director is like recognizing a universi- Measurement and accountability. Fship 500 ranking, ty for excellence in their football pro- What ROI measures are made and we again connected gram without recognizing the coach, reported and to what degree is with about 1,000 orga- or recognizing a film without recog- accountability for performance and nizations known for developing lead- nizing its director. In fact, I find that results part of the program? 5. ers and selected over 500 to feature in the quality of the LD program is Presenters, presentations, and deliv- seven categories: Large Organizations, directly related to the quality of the ery. What are the qualifications of the Small/ Midsize, Universities, Nonprofits, current program leadership—usually a presenters, how effective are their Government/Military, Consultants/Trainers/ team of two or more people responsi- presentations, and how is the pro- Coaches, and Consulting Groups. We ble for the design, delivery and gram delivered? 6. Take-home value. received about 100 updates and origi- impact of the LD program. What do participants take away and nal entries to last year’s list and tried Rankings are based on seven crite- apply to improve themselves, their to verify current managers and direc- ria: 1. Vision/mission. Are these state- families, teams, and volunteer work? tors in these organizations. ments linked to business strategy and 7.