Corporate Governance on Lenovo

The biggest problem of Alibaba Corporate Governance is management powers, because Alibaba Corporate Governance structure lack of stockholder rights and independent board representation to select board members and have a nominal in the management of the company. Although the board of directors in publicly traded companies always fail in their responsibility to protect the interests of shareholders. Alibaba has deprived even this minimal power ways from shareholders which isn’t sufficient respect of shareholder rights in the structures being proposed. In Alibaba has a permanent lock on control of the company but hold only a small minority of the equity capital known as the Alibaba Partnership. This

As a global leader in the PC market, Lenovo’s success rests on its ability to deliver consumer centric innovations in products that deliver a blend of mobility, performance and price. Design is an infrastructural element that helps define every aspect of a company, including Web site, stores, customer support, packaging, and messaging as well as its products. Lenovo has a well-earned industry reputation for delivering superior quality products. Quality is a fundamental component and commitment to customer satisfaction by delivering products that are of superior quality to comparable offerings from their competitors is the key to Lenovo’s success. In recent years, Lenovo relies heavily on local manufacturing strategies to shorten

The role of the Independent Non Executive Directors is to provide a balance to the Board and to ensure that the discussions are robust. The NEDs bring skills, knowledge and experience to the Board that the executive directors do not have as their backgrounds are different they are expected to be able to offer different ideas.

Corporate Governance: It is very important for an organisation to follow rules and regulations. To be a successful company rules and regulations are must to be followed. An analysis of Caltex Australia Ltd. report, there has been proper governance mechanism followed at Caltex for the purpose of ensuring efficient performance levels. There has been a separate corporate governance statement that discloses about the corporate performance levels and governance mechanism as followed by the company. As per the governance statement, it is analysed that there are sound principles and practices that are required to be followed by employees working in the organisation. As for example, corporate governance at Caltex indicates that the employees are required

Company is a form of corporation and regulated by the Corporations Act. The legal significance of being as a company is it exists as a separate legal entity and dependent upon human beings to make decisions on their behalf. The person who makes or participates in making decisions that affect the whole or a substantial part of the company’s business can be defined as a director. The legal definition of director is stated under section 9 of the Corporations Act[1] which indicates that, it is more appropriate to look at the function of the people rather than at the job title

Provision B.1.1 states “The Board should state its reasons if it determines that a director is independent notwithstanding the existence of relationships or circumstances which may appear relevant to its determination, including if the director: has received or receives additional remuneration from the company apart from

There are two directors; both of them have shares of the company, each of them in charge for parts of the business with their expertise.

It is easy to understand that the issue of independence will be questioned if a non-executive director has served the same company for the long period of time. According to the Code, a non-executive director’s independence will be questioned if the director has served on the board for more than nine years from the date of their first election (FRC, 2012). Therefore, having completed nine years’ services as non-executive directors, Lord Condon and Bo Lerenius will retire from the board at the conclusion of the company’s AGM in 2013, at which time Mark Elliott will take on the role of senior independent director (G4S, 2013).

News Corporation's Board of Directors establishes the company's broad policies for the Company and its controlled entities, called the Group (News Corporation 2012). It steers the direction of the Group and manages it according to the interests of the stockholders. Corporate governance is the responsibility of the Board. Its Directors are elected annually by the majority and hold office for a year or when succeeded. They are independent directors," as required by the Securities and Exchange Act of 1943. Based on relevant facts and circumstances, the Board makes an independence determination and reviews all determinations at least once a year. The Board establishes and maintains the most effective leadership structure. Qualifications of candidates for Board directorship include education and background, leadership ability, general business experience and familiarity with

This group is also known as the workforce of the company. The employees follow the duty, which are mention in their job description.

Not only is the global business environment competitive, it requires developing appropriate strategies to guarantee profitability and breaking-even. Lenovo has adopted strategic alignment of its environment and in improving its competitiveness in the technology sector. Headquartered in Beijing, China, it has with offices in Morrisville, North Carolina in the US and other regions globally. Founded in 1984, Lenovo is one of the largest and fastest growing vendors of personal computers (PCs) globally and ranked third in providing “Smart Connected Devices.” This report examines strategic realignment and associated changes in Lenovo aimed to enhance its competitiveness globally.

The first one is the directors must have a sense of accountability and responsibility. Here it means that every decision and action that being taken by each of the director in Malaysia to the Group, is accountable to them. Any type of scrutiny which is appropriate to their company must be submitted by them.

Organizational changes include, but are not limited to mergers, acquisitions, affiliations, and consolidations, which affect the roles of the governing bodies, professional staff organizers, senior level managers and the chief executive officer in differing ways. The GBs of an organization play an instrumental role in the modification process of organizational ownership and control. One of the core responsibilities of the GB is to represent, balance, preserve, and advance the interests of its various stakeholders in the entity (Longest & Darr, 2000, pg.68). The various stakeholders include employees, shareholders, the government and the surrounding community of the organization. Board members are obligated to act in good faith and use their authority to promote the best interests of the stakeholders and the organization they govern (Kazemek, 2009). Furthermore, it is necessary for GBs to exercise their fiduciary duty to preserve the organization’s long‐term goals and to sustain the mission that it has originally played a part in formulating. In this context, a fiduciary responsibility is one of trust; it means that one acts to the best of one’s ability in the interest of another, not in self-interest; GBs act on behalf of the stakeholders (Schyve, 2009).

Lenovo and IBM announce an agreement by which Lenovo will acquire IBM’s Personal Computing Division, its global PC (desktop and notebook computer) business. The acquisition forms a top-tier (third-largest) global PC leader.

A corporate structure enables a company to maintain the separation between its owners and its management through the implementation of corporate governance. Corporate governance provides companies with monitoring changes in corporate hierarchy as well as ensuring the protection of shareholder interests. Most corporations break down its hierarchy into two tiers. The first tier is made up by shareholder elected officials called the Board of Directors. The board of directors is further broken down into three distinct categories: the chairman, the inside directors, and the outside directors. The Chairman is chosen by the Board of Directors and acts a liaison between the company and the shareholders. Inside directors can either be members of higher-level management or corporate shareholders. Also known as executive directors, inside directors oversee internal corporate affairs. Outside directors are external parties that provide unbiased viewpoints to corporate decision making. The second tier includes the executives who provide the corporation with executive, financial, and operational support. Popular examples include: the Chief Executive Officer, the Chief Financial Officer, and the Chief Operations Officer. Both tiers correlate efforts to ensure that shareholder interest is maximized (The Basics of Corporate Structure 2015).