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Essay / Research Paper Abstract
A 9 page paper presenting a corporate compliance plan for Riordan. The purpose of this plan is to ensure that Riordan actually operates as it intends. The goal of Riordan's corporate compliance plan will be to ensure that all aspects of Riordan's business comply with the company's mission and ethics statements and in so doing, unquestioningly comply with all applicable laws. Bibliography lists 11 sources.
Page Count:
9 pages (~225 words per page)
File: CC6_KSmgmtGovRior.rtf
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Unformatted sample text from the term paper:
with individuals, organizations respond to problems and stresses in different ways and from different perspectives. Riordan needs to develop a corporate compliance plan that can be applied uniformly across
all of its operational sites. Otherwise as Juran cautioned in 1988, "If the goals are poorly chosen, the planning will be done to reach the wrong goals. We
shall be doing things right but not doing the right things" (quoted in Zwetsloot, 2003; p. 201). The boiled frog syndrome when concerning
only frogs is nothing more than an urban legend, but the moral of the story nearly perfectly applies to humans. Distraction, deadlines, analysts earnings targets and a host of
other items can serve to slowly turn up the heat and lead the organization into territory that is neither moral nor ethical if individuals do nothing to stop the trend.
Businesses can find themselves in uncomfortable positions for all kinds of reasons, but rarely because they planned on going there. Corporate Governance and Compliance
In terms of Sarbanes-Oxley and general regulation, the term corporate governance refers to financial accountability. There is a broader definition, however, which defines corporate governance as ...the
framework of rules and practices by which a board of directors ensures accountability, fairness, and transparency in the firms relationship with its all stakeholders (financiers, customers, management, employees, government, and
the community) (Corporate Governance, n.d.). Kacperczyk (2009) states that "catering to non-shareholding stakeholders contributes to the long-term value of the firm, [and] managers
will be more likely to attend to those stakeholders when relieved from short-termism" (p. 261) requirements that disallow building for the long term.
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