User:Hanhuynh0000/Resource management

Corporate resource management process
Large organizations usually have a defined corporate resource management process which mainly guarantees that resources are never over-allocated across multiple projects. Peter Drucker wrote of the need to focus resources, abandoning less promising initiatives for every new project taken on, as fragmentation inhibits results.

Corporate Governance
While corporate governance is defined within the context of companies operating in a market economy, it does not define corporate governance within the context of other institutions, including local governments, international bodies, or charities. In the latter context, corporate governance is defined as "the system and practices by which organizations are led and managed. For local governments, this includes the policies, procedures, and values that guide their leadership, management, performance, customer satisfaction, community involvement, and responsible use of public funds”.


 * Russia:

There is a relatively detailed exploration of corporate governance in the developed market economies such as the United States, United Kingdom, and Japan, and not enough for the less prominent economies such as Russia. Russian corporations are regarded as operating in an environment of weaker government regulations that protect investor rights. Furthermore, Russian corporate governance is historically seen as having non-optimal systems for external capital infusion into companies. In Russia, there is a high concentration of ownership in companies, particularly by those within the company. These weak legal systems allow for personal gain, underdeveloped capital markets, a divided job market, and a significant government presence in business. Nevertheless, there have been attempts to improve the corporate governance model in Russia since the early 2000s. These efforts have emerged from the recognition that good corporate governance, operating in a well-regulated legal environment, is necessary to advance the development of corporations.


 * China:

The Chinese corporate governance environment is significant. A greater concentration of ownership characterizes Chinese corporate governance compared to the United States. Often, the most prominent stakeholders hold a more significant percentage of the company compared to the United States, thus minimizing the role of managers in corporate decision-making compared to the United States. This ownership structure leads to horizontal agency conflict between majority and minority shareholders, compared to vertical agency problems often characteristic of western corporations. The ownership structure also makes it likely that dominant shareholders may use their power to expropriate wealth from minority shareholders. Furthermore, rapid evolutions also characterize Chinese corporate structure. Since the stock market was allowed in the 1990s, significant shifts have been observed in the corporate legal environment and governance culture of Chinese corporations. For instance, China shifted from a corporate governance model where primary production was conducted by State Owned Enterprises (SOEs) that held all property and managerial rights to where the SOEs were responsible for their own profits or losses.