Corporate Governance Best Practices: Strategies for Public, Private, and Not-for-Profit OrganizationsPraise for Corporate Governance Best Practices "A thorough and thoughtful guidebook on the governance lay of the land." -Professor Charles M. Elson, Woolard Chair in Corporate Governance and Director of Weinberg Center for Corporate Governance, University of Delaware "Frederick Lipman provides a comprehensive approach to best corporate governance practices for all organizations, which is current, thoughtful, and practical. Directors and corporate governance personnel of public, private, and not-for-profit organizations must read this book." -Professor Raphael H. Amit, Director of Goergen Entrepreneurial Management Program, Wharton School of Business "Fred Lipman is considered by many directors and CEOs to be the preeminent expert on corporate governance in the country. His advice on this important topic, which impacts the boards of all types of organizations-public, private, and not-for-profit-is required reading in this day and age." -Frederick (Ted) Peters, Chairman and Chief Executive Officer, Bryn Mawr Bank Corporation (aka The Bryn Mawr Trust Company) "Boards of directors must be aware of best corporate governance practices in order to be effective in their oversight role and that is true for all not-for-profit organizations, including universities, as well as public and private companies. Frederick Lipman has authored a practical and comprehensive guide to 'best practices' for all boards of directors, which is required reading." -George P. Tsetsekos, PhD, Dean, Bennett S. LeBow College of Business, Drexel University "In a world of 'good,' 'better,' 'best,' where 'good' and 'better' may not be good enough, Fred Lipman's new book is a straightforward, and even comforting, compendium of BEST governance practices for serious directors. It is a handy and reassuring tool for the conscientious." -Allen R. Freedman, Audit Committee Chairman, StoneMor Partners LP,Founding Director, Association of Audit Committee Members |
From inside the book
Results 1-5 of 85
Page viii
... Company Audit Committee 174 Who Is an Independent Auditor? 201 PART IV PRIVATE AND NOT-FOR-PROFIT ORGANIZATIONS 17 18 Corporate Governance for Family-Owned and Other Private Businesses 215 Corporate Governance for Not-for-Profit ...
... Company Audit Committee 174 Who Is an Independent Auditor? 201 PART IV PRIVATE AND NOT-FOR-PROFIT ORGANIZATIONS 17 18 Corporate Governance for Family-Owned and Other Private Businesses 215 Corporate Governance for Not-for-Profit ...
Page ix
... businesses), and nonprofit organizations, using concrete real-life examples. Good corporate governance is important to private companies that wish to attract bank and other institutional financing and equity investors. Private family ...
... businesses), and nonprofit organizations, using concrete real-life examples. Good corporate governance is important to private companies that wish to attract bank and other institutional financing and equity investors. Private family ...
Page x
... private companies should review carefully the best practices for public companies discussed in Part III; they may wish to adopt many of these same practices. Part IV of this book (Chapters 17 and 18) deals with the special issues of ...
... private companies should review carefully the best practices for public companies discussed in Part III; they may wish to adopt many of these same practices. Part IV of this book (Chapters 17 and 18) deals with the special issues of ...
Page 3
... companies with independent boards of directors have higher returns on equity ... Private and not-for-profit organizations may feel pressure from lenders ... private and not-for-profit organizations. Finally, a few provisions of Sarbanes ...
... companies with independent boards of directors have higher returns on equity ... Private and not-for-profit organizations may feel pressure from lenders ... private and not-for-profit organizations. Finally, a few provisions of Sarbanes ...
Page 4
Strategies for Public, Private, and Not-for-Profit Organizations Frederick D. Lipman, L.Keith Lipman. Private companies that intend to seek capital from financial institutions and institutional investors should also be sensitive to their ...
Strategies for Public, Private, and Not-for-Profit Organizations Frederick D. Lipman, L.Keith Lipman. Private companies that intend to seek capital from financial institutions and institutional investors should also be sensitive to their ...
Contents
1 | |
Strategies for Public Private and NotforProfit Organizations Part II Information Technology Corporate Governance | 107 |
Strategies for Public Private and NotforProfit Organizations Part III The Public Company Audit Committee | 135 |
Strategies for Public Private and NotforProfit Organizations Part IV Private and NotforProfit Organizations | 213 |
Strategies for Public Private and NotforProfit Organizations Part V Appendixes | 235 |
Strategies for Public Private and NotforProfit Organizations Index | 267 |
Other editions - View all
Corporate Governance Best Practices: Strategies for Public, Private, and Not ... Frederick D. Lipman No preview available - 2006 |
Common terms and phrases
allegations Arthur Andersen Asti attorney audit client audit committee financial audit committee members auditing firm auditor BEST PRACTICE board of directors business judgment rule channel stuffing Chapter committee financial expert committee’s company audit committees company’s compensation committee compliance conduct Cooper corporate governance court coverage Delaware disclosure discussed documents e-mail employees Enron establish ethics executive officer federal fees fiduciary duties filed financial reporting financial statements fraud GAAP independent auditor independent directors Internal Audit Department internal audit function internal controls investigation issuer issues lawsuit liability listed litigation meeting ment million monitor Morgan Stanley nominating/corporate governance committee nonaudit services not-for-profit organizations NYSE operations organization’s oversight partner PCAOB perform person preapproval private companies procedures public accounting firm public company audit registered public accounting resellers responsibilities revenue Sarbanes-Oxley Act SEC’s Section shareholders standards Symbol tion transactions violation whistleblower WorldCom York Stock Exchange
Popular passages
Page 241 - To make any untrue statement of a material fact or to omit to state a material fact necessary in order to make the statements made, in light of the circumstances under which they were made, not misleading...
Page 167 - ... make and keep books, records, and accounts, which, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the issuer...
Page 202 - Board, to provide to that issuer, contemporaneously with the audit, any nonaudit service, including — (1) bookkeeping or other services related to the accounting records or financial statements of the audit client; (2) financial information systems design and implementation; (3) appraisal or valuation services, fairness opinions, or contribution-in-kind reports; (4) actuarial services; (5) internal audit outsourcing services; (6) management functions or human resources; (7...
Page 244 - USC 78m or 78o(d)) to contain an internal control report, which shall — (1) state the responsibility of management for establishing and maintaining an adequate internal control structure and procedures for financial reporting...
Page 149 - ... shall also be liable jointly and severally with and to the same extent as such controlled person to any person to whom such controlled person is liable, unless the controlling person had no knowledge of or reasonable ground to believe in the existence of the facts by reason of which the liability of the controlled person is alleged to exist.
Page 137 - affiliate' of, or a person 'affiliated' with, a specified person, is a person that directly, or indirectly through one or more intermediaries, controls, or is controlled by, or is under common control with, the person specified. "(f) Control. The term 'control' (including the terms 'controlling,
Page 241 - ... in all material respects the financial condition and results of operations of the issuer...
Page 30 - I am of the view that a director's obligation includes a duty to attempt in good faith to assure that a corporate information and reporting system, which the board concludes is adequate, exists, and that failure to do so under some circumstances may, in theory at least, render a director liable for losses caused by non-compliance with applicable legal standards."129 Hoewel de Court of Chancery van Delaware niet ingaat op de formulering uit Graham v.