Unfortunately, in modern corporations where ownership is separated from management, common shareholders and managers sometimes have conflicting interests, and for this reason, it is important that companies appoint qualified, independent board members to help oversee management and protect shareholder value.
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Two misconceptions underlie the common approach among managers and the consultants who advise them regarding the nature of international business strategy.
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One of the most effective ways to improve focus within an organization is by providing managers and employees with a common structure and language for the decision-making process.
Too-early revenue recognition is one of the most common accounting problems, and often results when managers push employees to help them hit too-aggressive growth targets.
The idea was simple: take the portfolios of the longtime star fund managers and see which stocks they have in common.
Moshe and Lifshitz take a more charitable view of systems managers than the common stereotype.
Things that great entrepreneurs have in common with great managers are that both are results-oriented and action-oriented.
The programs all have one thing in common: Managers from across the globe come together to study and earn a degree, putting in contact executives from a variety of backgrounds more diverse than a typical class cohorts.
In other words, the longer than 1-year holding period, the return of 100% of the initial capital to the limited partners, and the full and equal risk that managers take alongside their limited partners (plus it is common for the managers to put some of their own money into the fund) all justify carried interest treatment as a capital gain.
Images of analysts and portfolio managers visiting companies by helicopter and pouring through financial statements late into the night are common.
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The common assumption that has prevailed among money managers over time is that asset allocation among stocks, bonds and cash helps to mitigate the risk of suffering market losses through diversification.
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Managers who sacrifice profit for the common good also are in effect imposing a tax on their shareholders and arbitrarily deciding how that money should be spent.
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