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010   $a9786613176912
010   $a1-118-26919-5
010   $a1-118-10255-X
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101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aGovernance, Risk Management, and Compliance$b[electronic resource] $eIt Can't Happen to Us-Avoiding Corporate Disaster While Driving Success
210   $aNew York $cWiley$d2011
215   $a1 online resource (338 p.)
225 1 $aWiley Corporate F&A ;$vv.570
300   $aDescription based upon print version of record.
311   $a1-118-02430-3 
320   $aIncludes bibliographical references and index.
327   $aGOVERNANCE, RISK MANAGEMENT, AND COMPLIANCE: It Can't Happen to Us-Avoiding Corporate Disaster While Driving Success; Contents; Foreword; Preface; Acknowledgments; Chapter 1: What Is GRC, and Why Does It Matter?; Chapter 2: Culture, the Critical Driver; Chapter 3: Cost-Effective Compliance Programs; Chapter 4: Ethics Programs: Another Foundational Block; Chapter 5: Risk Management and the Financial System's Near Meltdown; Chapter 6: What Is Risk Management About?; Chapter 7: Implementing ERM; Chapter 8: Does Internal Control Really Matter?; Chapter 9: Control over Operational Performance
327   $aChapter 10: Boards of Directors' FocusChapter 11: Overseeing Strategy and Risk Management; Chapter 12: CEO Compensation, Succession Planning, and Crisis Management; Chapter 13: Performance Measurement and Reporting; Chapter 14: Building an Effective Board; Chapter 15: Avoiding Board Pitfalls; Chapter 16: Where the Power Lies; Chapter 17: Structural Issues at the Board; Chapter 18: Looking to the Future; About the Author; Index
330   $aAn expert's insider secrets to how successful CEOs and directors shape, lead, and oversee their organizations to achieve corporate goals Governance, Risk Management, and Compliance shows senior executives and board members how to ensure that their companies incorporate the necessary processes, organization, and technology to accomplish strategic goals. Examining how and why some major companies failed while others continue to grow and prosper, author and internationally recognized expert Richard Steinberg reveals how to cultivate a culture, leadership process and infrastructure
410  0$aWiley Corporate F & A series
606   $aBUSINESS & ECONOMICS / Accounting / Managerial
606   $aBusiness planning
606   $aBusiness planning
606   $aCompliance
606   $aCompliance
606   $aCorporate governance
606   $aCorporate governance
606   $aRisk management
606   $aRisk management
606   $aCorporate governance
606   $aRisk management
606   $aCompliance
606   $aBusiness planning
606   $aManagement$2HILCC
606   $aBusiness & Economics$2HILCC
606   $aIndustrial Management$2HILCC
615  4$aBUSINESS & ECONOMICS / Accounting / Managerial.
615  4$aBusiness planning.
615  4$aBusiness planning.
615  4$aCompliance.
615  4$aCompliance.
615  4$aCorporate governance.
615  4$aCorporate governance.
615  4$aRisk management.
615  4$aRisk management.
615  0$aCorporate governance
615  0$aRisk management
615  0$aCompliance
615  0$aBusiness planning
615  7$aManagement
615  7$aBusiness & Economics
615  7$aIndustrial Management
676   $a658
686   $aBUS001040$2bisacsh
700   $aSteinberg$b Richard M$0303508
801  0$bAU-PeEL
801  1$bAU-PeEL
801  2$bAU-PeEL
906   $aBOOK
912   $a9910830924303321
996   $aGovernance, Risk Management, and Compliance$94067289
997   $aUNINA