{"product_id":"sarbanesoxley-and-the-board-of-directors-techniques-and-best-practices-for-corporate-governance-9780471736080","title":"SarbanesOxley and the Board of Directors","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eSarbanes-Oxley: A Corporate Director's Compliance Guide is a complete training guide for board members regarding their responsibilities under the Sarbanes-Oxley Act and related regulatory requirements from the SEC and self-regulatory organizations (NYSE and NASD).\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface.  \u003cp\u003eAcknowledgments.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: A Sturdy Framework.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePART I: GOVERNANCE FACTOR I.\u003c\/p\u003e \u003cp\u003eBuilding a Strong Foundation.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Making of a Governance Revolution.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRegulatory Development in the United States.\u003c\/p\u003e \u003cp\u003eRelative Maturity of Worldwide Governance.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Board Basics.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIndependence Is the Key.\u003c\/p\u003e \u003cp\u003eBoard Size Matters.\u003c\/p\u003e \u003cp\u003eCommittees: Source of Functional Support.\u003c\/p\u003e \u003cp\u003eThe Imperial CEO.\u003c\/p\u003e \u003cp\u003eDirector Development.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Dealing with Your Liability Up Front.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Judgment “Bunker”.\u003c\/p\u003e \u003cp\u003eNext Line of Defense: Indemnity and Insurance.\u003c\/p\u003e \u003cp\u003eReputation: A Priceless Asset.\u003c\/p\u003e \u003cp\u003ePART II: GOVERNANCE FACTOR II.\u003c\/p\u003e \u003cp\u003eOrganize to Lead.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Minding the Numbers: The Audit Committee.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Strong Constitution: The Audit Committee Charter.\u003c\/p\u003e \u003cp\u003eYour Financial Experts.\u003c\/p\u003e \u003cp\u003eListen to the Whiners.\u003c\/p\u003e \u003cp\u003eManaging the Auditors.\u003c\/p\u003e \u003cp\u003eRed Flags of Financial Reporting.\u003c\/p\u003e \u003cp\u003eInternal Control: Six Smart Precertification Steps.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: How Much Is Fair?: The Compensation Committee.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDesigning the Plan.\u003c\/p\u003e \u003cp\u003eUnspoken Cost: Stock Options.\u003c\/p\u003e \u003cp\u003ePiecework: Transaction Compensation.\u003c\/p\u003e \u003cp\u003eDanger of Oversized Parachutes.\u003c\/p\u003e \u003cp\u003eMeasuring Performance.\u003c\/p\u003e \u003cp\u003eUnwanted Incentives.\u003c\/p\u003e \u003cp\u003eTell Us about Your Shareholder Equity Plan.\u003c\/p\u003e \u003cp\u003eThe Fight Is On!\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Keeping It Clean: The Corporate Governance\/Nominating Committee.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGoverning the Board.\u003c\/p\u003e \u003cp\u003eSetting the Rules.\u003c\/p\u003e \u003cp\u003eEvaluating the Board.\u003c\/p\u003e \u003cp\u003eAnd the Directors.\u003c\/p\u003e \u003cp\u003eAnd the CEO.\u003c\/p\u003e \u003cp\u003eNext! Succession Planning.\u003c\/p\u003e \u003cp\u003eFinding That Perfect Director.\u003c\/p\u003e \u003cp\u003eIs the Strategy Still Valid?\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Other Committees to Have and to Avoid.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhere Have All of the Executive Committees Gone?\u003c\/p\u003e \u003cp\u003eReemergence of Finance Committees.\u003c\/p\u003e \u003cp\u003eWhen Public Policy, Safety, and Research Are Drivers.\u003c\/p\u003e \u003cp\u003eAddressing Special Occasions.\u003c\/p\u003e \u003cp\u003ePART III: GOVERNANCE FACTOR III.\u003c\/p\u003e \u003cp\u003eInsist on High Standards.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Hard Work of Building Corporate Values.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat We Stand For: Statement of Corporate Values.\u003c\/p\u003e \u003cp\u003eEstablishing Behavioral Boundaries.\u003c\/p\u003e \u003cp\u003eReporting Bad Behaviors.\u003c\/p\u003e \u003cp\u003eRewarding the Good.\u003c\/p\u003e \u003cp\u003eLearning to Communicate Openly.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Healthy Board Dynamics.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeciding Who We Are and How We Will Operate.\u003c\/p\u003e \u003cp\u003eCoveted Culture.\u003c\/p\u003e \u003cp\u003eWanting to Be Engaged.\u003c\/p\u003e \u003cp\u003eInformed and Proud of It.\u003c\/p\u003e \u003cp\u003eIn the Spirit of Independence.\u003c\/p\u003e \u003cp\u003eTalking Frankly: Executive Sessions.\u003c\/p\u003e \u003cp\u003eBalance the Board.\u003c\/p\u003e \u003cp\u003eInsist on the Best and the Brightest.\u003c\/p\u003e \u003cp\u003eFinal Decision.\u003c\/p\u003e \u003cp\u003ePART IV: GOVERNANCE FACTOR IV.\u003c\/p\u003e \u003cp\u003eLet Them Know You Are Watching.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Art of Oversight.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Perspective: Monitoring Operations.\u003c\/p\u003e \u003cp\u003eRisk Perspective: Monitoring Threats and Dangers.\u003c\/p\u003e \u003cp\u003eCompliance Perspective: Monitoring Management.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Hostile Activities.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRepelling Sharks.\u003c\/p\u003e \u003cp\u003eStaggering Boards.\u003c\/p\u003e \u003cp\u003eIngesting Poison Pills.\u003c\/p\u003e \u003cp\u003eVoting Confidentially.\u003c\/p\u003e \u003cp\u003eAntishareholder Provisions.\u003c\/p\u003e \u003cp\u003ePART V: GOVERNANCE FACTOR V.\u003c\/p\u003e \u003cp\u003eCommunicating Clearly.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Speaking to the Crowd.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImportance of Managing Integrity.\u003c\/p\u003e \u003cp\u003eDisclosing Operating Weakness.\u003c\/p\u003e \u003cp\u003eResponding to Regulatory Scrutiny.\u003c\/p\u003e \u003cp\u003eShareholder Activists: The Emerging Marker.\u003c\/p\u003e \u003cp\u003eWhat Not to Do.\u003c\/p\u003e \u003cp\u003eDamage Control.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Required Communications.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePerfecting Event Reporting.\u003c\/p\u003e \u003cp\u003eOther New Reporting Requirements.\u003c\/p\u003e \u003cp\u003eOTHER USEFUL ADVICE AND CONCLUSIONS.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Big Money, Little Money, No Money.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Moneymakers.\u003c\/p\u003e \u003cp\u003eNot-for-Profit Boards.\u003c\/p\u003e \u003cp\u003eServing on Advisory Boards.\u003c\/p\u003e \u003cp\u003eA Word about Small Public Companies.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: A Call to Service.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix  A: GMI Corporate Governance Ratings.\u003c\/p\u003e \u003cp\u003eAppendix B: General Motors Corporation: Audit Committee of the Board of Directors Charter.\u003c\/p\u003e \u003cp\u003eAppendix  C: Board Evaluation Tool: NACD Sample Board Self-Assessment Questionnaire.\u003c\/p\u003e \u003cp\u003eAppendix  D: Champion Enterprises, Inc. CEO Evaluation.\u003c\/p\u003e \u003cp\u003eAppendix  E: Statement of Values: Johnson \u0026amp; Johnson Credo.\u003c\/p\u003e \u003cp\u003eAppendix F: TIAA-CREF Principles for Fund Governance and Practices.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402664386903,"sku":"9780471736080","price":85.5,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780471736080.jpg?v=1730481163","url":"https:\/\/bookcurl.com\/products\/sarbanesoxley-and-the-board-of-directors-techniques-and-best-practices-for-corporate-governance-9780471736080","provider":"Book Curl","version":"1.0","type":"link"}