PURPOSE The purpose of this paper is to explore the various ways in which clinical executive directors and non-clinical executive directors are interpreting and responding to the extensive reforms and restructuring in the UK health service. DESIGN/METHODOLOGY/APPROACH The paper draws upon detailed research in two very large teaching hospital organizations in order to understand how actors cru...

Objective Long-term strategic planning is necessary if an organization intends to go beyond its customers’ expectations and remain competitive. A balanced scorecard is considered as a mere scorecard without a strategic plan. Therefore, it will only report the important measures not a clear understanding of leading the whole organization towards success. Strategic planning as the rationale behi...

Questions raised by the Commission on the aspect of Directors’ remuneration (1.4) (9) Should disclosure of remuneration policy, the annual remuneration report (a report on how the remuneration policy was implemented in the past year) and individual remuneration of executive and non-executive directors be mandatory? (10) Should it be mandatory to put the remuneration policy and the remuneration ...

Management is trying to maximize your rewards and that means in terms of net profit, return on investment (performance) or other accounting measures and also by trying to Making positive changes in the prices of corporate securities to be done. In other words, the maximum managers Their interests are trying to improve corporate performance and the improvement of the capital Investors will be aw...

This paper examines the empirical relationship between board structure, CEO compensation and firm performance in the context of an emerging economy, India. Using panel data on 462 manufacturing firms from the Indian corporate sector for the period 1997 to 2002 I would like to explore two specific issues. First, I have examined how the structure of the corporate board in terms of size and propor...

Performance pay, at least as usually understand, is no good idea for non-executive directors. They have to supervise and control or in some situations even to fire and replace the executive managers. This means that their performance as supervisors is totally different from the performance of the supervised executive managers and even the company at large. Moreover, they are mostly interested i...