Internal Corporate Governance Mechanisms Essay - 1100 Words

Internal Corporate Governance Mechanisms (Essay Sample) Content: Last name1Your nameInstitutionDateInternal Corporate Governance MechanismsCorporate governance mechanisms are ways employed by organizations to deal with problems of corporate governance. Every now and then, firms are faced with internal problems which they can control and external problems which cannot be controlled. To eliminate these problems good governance is needed to balance the roles of shareholders, board of directors, managers and other employees who have governance roles. Corporate governance mechanisms are market based or institutional based mechanisms which influence the decision-making process by controllers of firms to maximise companys value to its owners. These governance mechanisms are either internal or external governance mechanisms. Internal corporate governance mechanisms employed by most firms include ownership concentration, executive compensation, multi-divisional organization structure and board of directors. While external corporate governan ce mechanisms include corporate takeover market and product market competition (Cremers and Nair 2859). Below are some of the internal corporate governance mechanisms.Board of directors is one of the main internal corporate governance mechanisms (Aljifri and Moustafa 79). Board of directors in many organizations comprises of insiders, outsiders and related outsiders. These people represent the interests of shareholders and due to that they are well versed with their companys operations. Insiders are responsible for monitoring performance of chief executive officers and top-level managers in any organization. These internal members of the board of directors are responsible for firing and replacing CEOs as well as determining their salaries and rewards. Related outsiders refer to people who have a relationship a company but are not involved in day-to-day operations of the company. On the other hand, outsiders refer to people who do not have any relationship with the firm and are not i nvolved with every day operations of the firm but they have a say in the firms decision-making process. External directors who include related outsiders and outsiders are chosen according to the interests of the shareholders. Board of directors is an independent entity when it comes to management. Board of directors is very important internal corporate governance mechanism because it monitors managers, shareholders, directors and other stakeholders in any company and has direct influence on the decisions made by the top people in any organization. Board sizes differ from firm to firm but it should be of reasonable size and its roles should be clear to every member of the board. Board of directors are the main decision markers of any company and due to that, board of directors will decide on how to finance various more investments or on how to carry out various operations for the benefit of the company. Most companies do not recommend strong boards because most of them will demand hi gh salaries and are normally associated with fraud. Last name2Generally, board quality is associated with high levels of internal control (Babatunde and Olaniran 334).Another internal corporate governance mechanism is ownership concentration. Ownership concentration refers to the percentage of shares held by financial institutions or institutional owners such as stock mutual funds and pension funds. Ownership concentration simply refers to the percentage of shares held by block shareholders. Under normal circumstances block holders will hold more than 5% of the companys shares. When institutional block holding is high, then the block holders are permitted to monitor their shares in the company. Hence, these shareholders have a voting right and they may influence the decision-making process of a given company where they own shares (Babatunde and Olaniran 336). They have the right to question on various moves proposed by the company and may demand for their refund anytime. This may re sult to conflict of interests because of close monitoring by the block holders who may have may have different views about different operations of a given company. However most financial institutions are forbidden by the law to take board seats of various firms where they own a considerable number of shares as argued by Shleifer and Vishny (754). All in all, a firm with high level of block shareholders is likely to get high returns hence most firms encourage institutional block holding.Another internal corporate governance mechanism which is essential to most companies is executive compensation. Executive compensation refers to provision of salaries, wages, bonuses, stock rewards, stock grants, stock options or establishment of other long-term incentives by firms to match firm`s interests with the interests of its shareholders, managers and directors. Shareholders are the main stakeholders of any organization and their interests should be taken in account first. Putting their intere sts into consideration motivates them and makes them to deliver their best services for the benefit of the company. In most cases, these incentives or compensations are often criticized as being controlled by the top-level people in most organizations. However, eexecutive compensation as a mechanism of internal corporate governance will increase the likelihood of firms getting various anticipated outcomes (Shleifer and Vishny 760)Incentives are inefficient moves or actions taken by managers or controllers of a firm to promote various sectors of the firm. Incentives may even be offered to investors to encourage them to invest more in the firm. Executive compensation inform of incentives is a risky operation and companies may encounter losses due to offering incentives. However, incentives may generate high returns with time, they may also lead to increased investments and increased share blockholding which is associated with high profits. Most managers are concerned with increasing p rofits but at times they let go of their profits and offer incentives to their firms stakeholders hoping to gain more profits in return. Executive compensation involves careful decision-making and tolerance because various compensations or incentives may not bring about expected outcomes soon. Normally, companies will offer incentives which a... Internal Corporate Governance Mechanisms Essay - 1100 Words Internal Corporate Governance Mechanisms (Essay Sample) Content: Last name1Your nameInstitutionDateInternal Corporate Governance MechanismsCorporate governance mechanisms are ways employed by organizations to deal with problems of corporate governance. Every now and then, firms are faced with internal problems which they can control and external problems which cannot be controlled. To eliminate these problems good governance is needed to balance the roles of shareholders, board of directors, managers and other employees who have governance roles. Corporate governance mechanisms are market based or institutional based mechanisms which influence the decision-making process by controllers of firms to maximise companys value to its owners. These governance mechanisms are either internal or external governance mechanisms. Internal corporate governance mechanisms employed by most firms include ownership concentration, executive compensation, multi-divisional organization structure and board of directors. While external corporate governan ce mechanisms include corporate takeover market and product market competition (Cremers and Nair 2859). Below are some of the internal corporate governance mechanisms.Board of directors is one of the main internal corporate governance mechanisms (Aljifri and Moustafa 79). Board of directors in many organizations comprises of insiders, outsiders and related outsiders. These people represent the interests of shareholders and due to that they are well versed with their companys operations. Insiders are responsible for monitoring performance of chief executive officers and top-level managers in any organization. These internal members of the board of directors are responsible for firing and replacing CEOs as well as determining their salaries and rewards. Related outsiders refer to people who have a relationship a company but are not involved in day-to-day operations of the company. On the other hand, outsiders refer to people who do not have any relationship with the firm and are not i nvolved with every day operations of the firm but they have a say in the firms decision-making process. External directors who include related outsiders and outsiders are chosen according to the interests of the shareholders. Board of directors is an independent entity when it comes to management. Board of directors is very important internal corporate governance mechanism because it monitors managers, shareholders, directors and other stakeholders in any company and has direct influence on the decisions made by the top people in any organization. Board sizes differ from firm to firm but it should be of reasonable size and its roles should be clear to every member of the board. Board of directors are the main decision markers of any company and due to that, board of directors will decide on how to finance various more investments or on how to carry out various operations for the benefit of the company. Most companies do not recommend strong boards because most of them will demand hi gh salaries and are normally associated with fraud. Last name2Generally, board quality is associated with high levels of internal control (Babatunde and Olaniran 334).Another internal corporate governance mechanism is ownership concentration. Ownership concentration refers to the percentage of shares held by financial institutions or institutional owners such as stock mutual funds and pension funds. Ownership concentration simply refers to the percentage of shares held by block shareholders. Under normal circumstances block holders will hold more than 5% of the companys shares. When institutional block holding is high, then the block holders are permitted to monitor their shares in the company. Hence, these shareholders have a voting right and they may influence the decision-making process of a given company where they own shares (Babatunde and Olaniran 336). They have the right to question on various moves proposed by the company and may demand for their refund anytime. This may re sult to conflict of interests because of close monitoring by the block holders who may have may have different views about different operations of a given company. However most financial institutions are forbidden by the law to take board seats of various firms where they own a considerable number of shares as argued by Shleifer and Vishny (754). All in all, a firm with high level of block shareholders is likely to get high returns hence most firms encourage institutional block holding.Another internal corporate governance mechanism which is essential to most companies is executive compensation. Executive compensation refers to provision of salaries, wages, bonuses, stock rewards, stock grants, stock options or establishment of other long-term incentives by firms to match firm`s interests with the interests of its shareholders, managers and directors. Shareholders are the main stakeholders of any organization and their interests should be taken in account first. Putting their intere sts into consideration motivates them and makes them to deliver their best services for the benefit of the company. In most cases, these incentives or compensations are often criticized as being controlled by the top-level people in most organizations. However, eexecutive compensation as a mechanism of internal corporate governance will increase the likelihood of firms getting various anticipated outcomes (Shleifer and Vishny 760)Incentives are inefficient moves or actions taken by managers or controllers of a firm to promote various sectors of the firm. Incentives may even be offered to investors to encourage them to invest more in the firm. Executive compensation inform of incentives is a risky operation and companies may encounter losses due to offering incentives. However, incentives may generate high returns with time, they may also lead to increased investments and increased share blockholding which is associated with high profits. Most managers are concerned with increasing p rofits but at times they let go of their profits and offer incentives to their firms stakeholders hoping to gain more profits in return. Executive compensation involves careful decision-making and tolerance because various compensations or incentives may not bring about expected outcomes soon. Normally, companies will offer incentives which a...