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Titlebook: Authentic Governance; Aligning Personal Go Hubert Rampersad, , Ph.D.,Saleh Hussain, MBA Book 2014 Springer International Publishing Switzer

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發(fā)表于 2025-3-21 18:45:01 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
期刊全稱(chēng)Authentic Governance
期刊簡(jiǎn)稱(chēng)Aligning Personal Go
影響因子2023Hubert Rampersad, , Ph.D.,Saleh Hussain, MBA
視頻videohttp://file.papertrans.cn/166/165979/165979.mp4
發(fā)行地址Makes the direct link between corporate governance and personal integrity.Offers a holistic approach to achieve high corporate performance and ethical corporate excellence.Features illustrative case e
學(xué)科分類(lèi)Management for Professionals
圖書(shū)封面Titlebook: Authentic Governance; Aligning Personal Go Hubert Rampersad, , Ph.D.,Saleh Hussain, MBA Book 2014 Springer International Publishing Switzer
影響因子.Over the past years, we have heard and read plenty about how executives should behave more responsibly in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures. This book emphasizes the introduction of a new corporate governance blueprint for addressing these concerns in a more authentic, organic and holistic way. It is a roadmap toward a high-performance ethical culture. By way of this innovative system, Dr. Hubert Rampersad and Saleh Hussain, MBA, are launching a revolutionary concept that actively has human capital embedded in corporate governance in a manner that creates a stable basis for the personnel’s trustworthiness, integrity, and engagement and ethical corporate excellence..Featuring numerous case examples and practical tools and exercises, this book will help the reader learn to:.Develop, implement, and cultivate authentic personal governance and corporate governance effectively.Create conditions for sustainable corporate governance.Increase their personal effectiveness.Develop their personal integrity effectively and become a better human being.Dev
Pindex Book 2014
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978-3-319-35267-1Springer International Publishing Switzerland 2014
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Germany‘s New Security DemographicsOver the past years, we’ve heard and read plenty about how boards of directors should behave more responsible in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures.
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Interviews with Jan T. Gross (2007/2009)Corporate governance has no value unless you implement and cultivate the corporate ambition and balanced scorecard effectively to make them a reality. This entails the third stage in the authentic corporate governance model; see Fig. 9.1.
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Personal GovernancePersonal balanced scorecard has no value unless you implement it effectively to make it a reality. This entails the third stage in the authentic personal governance model; see Fig. 5.1.
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