The Standards And Corporate Governance Guidelines Of Mattel

The purpose of this paper is to discuss how the virtues Loyalty, Integrity and Fairness applies to the Mattel, Inc. case study. This case study was analyzed in the article “Mattel, Inc.: Global manufacturing principles (GMP) - A life-cycle analysis of a company-based code of conduct in the toy industry” written by Sethi, Veral, Shapiro, & Emelianova, 2011). The Mattel corporation is a titan in the toy industry with significance influence regarding the industry standards of conduct. Ethics is the element that supposed to provide with moral principles that guides us in our decision making as we attempt to achieve the greatest good for the greatest number. Virtue ethics assumes that what is moral in a given situation is not

The problem surrounding Mattel Inc. is their mismanagement of international subcontractors and vendors and the production of certain toys (the manufacturing process), as well as their inability to adapt their marketing strategy or product to the constantly changing “demographic and socioeconomic trends.” This is supported by Mattel’s legal battle with Carter Bryant and MGA, their forced recall of certain toys that were manufactured overseas, and the increasing rate at which traditional toys are becoming less appealing to today’s young audience. Essentially, Mattel’s mismanagement and oversight lead to violations in terms of ethical and social responsibilities and safety standards.

An organizational design of the Walt Disney Company has a horizontal structure. It is seen in the departmentalization or subdividing into smaller units. The company is currently organized with certain key companies – all brand names – dominating each division. “The business departments of Disney Company are then grouped according to the product and this is a good example of a divisional approach” (Mannheim, 2017). Although each division assigns their executive officers different

Lockheed Martin’s board of directors consist of twelve active members. There are four women and eight men, all of which are external members other than the CEO. One woman, Marillyn A. Hewson, is the Chairman, CEO, and President of Lockheed. She, among other board members has 30+ years of management experience and is responsible for acting with independent interest for the company in order to avoid compromising judgement. Considering majority of the board has external membership, it benefits the company 's overall corporate governance because it avoids conflict with other positions inside of the board. Similarly, many large companies have twelve or more members on the board in order to oversee the corporate governance, strategic development, and capital investments of stock and financial operations.1 As an illustration, the board of directors has recently been ranked a 6 (on a scale of 1-10) as of November 1, 2016 according to the ISS (International Space Systems). This is a low score on the ISS scale because the board lacks several qualities that the ISS checks for annually. The ISS QuickScore determines how well the company incorporates board structure, compensation, shareholder rights, and risk oversight. According to the ISS, a score of a 1 is a perfect score and a score of 10 describes of lack of compatibility within the board. As a company overall, Lockheed Martin has a QuickScore of 1 (QS:1). The score is meant to “provide an indication of relative quality and is

In 2004, Mattel Inc. first filed a lawsuit in Los Angeles County Superior Court claiming that its former employee, Carter Bryant, violated copyright infringement and breach of contract. Mattel is widely known for their popular Barbie dolls and MGA Entertainment have their Bratz dolls, which were the popular modernized Barbie in the 2000’s. In 2008, a federal jury ruled in favor of Mattel because they believed Mr. Bryant developed the concept of the Bratz doll while working at Mattel, then leaving and pitching his idea to MGA (“Barbie”). Mattel was awarded $100 million, however, the verdict was appealed resulting in a retrial.

1. Does the board comprise a majority of independent directors? Ensuring that a majority of independent directors to monitor the actions of executive directors helps to address the potential for, or perception of, conflict of interest of executive director involvement in board decisions. A good corporate governance structure would encourage the board to regularly assess whether each non-executive director is independent.

The study conducted by Hardjo and Alireza (2012, p. 4) represented that the independent directors have a few understandings of the company’s circumstances, and make decisions depends on what the management provides (Hardjo & Alireza, 2012, p. 4). Although Gallagher and Bennie (2015, p. 20) contended that the independent directors are likely to express their individual opinions and focus on the interest of the company. Thus, the formation of the directors’ board with a significant number of independent directors might not prevent DSE from the downfall due to reliance on filter information which is not adequate to make decisions (Rankin et al., 2012, p.

The Stakeholder analysis: The Walt Disney Company stakeholders consist of communities, business partners, board of directors/shareholders, employees, customers/guests, and major business segments. The board of directors/shareholders and the major business segments are in the section of high power, high importance. The board of directors and shareholders expect a return of net asset value and an increase in the growth of dividend payments. They also expect more involvement in the decision of the company. Included in this group are the long time ousted members Roy Disney and Stanley Gold. Major business segments, consist of Entertainment Studios, Consumer Products, Disney Parks and Resorts, and Media Networks. This group expects creative license to work on projects that allow them to express the creativity of their individual organizations. This requires them to have the freedom of innovation and independence to make choices.

According to Shleifer and Vishny (1997), corporate governance is the system, by which corporations are directed and controlled. On the other hand, an independent director is a person that has at no time, worked for the company nor owned shares in the company. This director also would not be related to any of the key employees nor would have worked for any major supplier, customer or service providers, such as consultants, accountants, lawyers, etc.

I am following up with you from the last meeting regarding the Walt Disney Co.’s audit engagement. After reviewing their latest 10K form, I have come to the conclusion that both Walt Disney Management team and their auditor team from PwC agreed that the internal controls over financial reporting was effective as of October 1, 2016 based on criteria established in Internal Control - Integrated Framework (2013) issued by COSO. Although the 10K form has only few conclusions regarding the company’s dependence on technology and the potential risks, I have found that technology poses a moderate business risk related to their media and studio entertainment segments. In addition, technology is a high risk factor of material misstatement in their internal control system due to security and hackers.

According to Robert Iger, CEO of The Walt Disney Company, Disney’s corporate strategy for diversification is a combination of three objectives that are to be achieved through the fundamental alignment of the Company’s core business units. The three objectives to be achieved by The Walt Disney Company are (1) creating high-quality family content, (2) exploiting technological innovations to make entertainment experiences more memorable, and (3) expanding internationally. The Walt Disney Company’s three objectives that make up the Company’s corporate strategy are to be achieved through each of the Company’s core business units that are split up in to five divisions (1) media networks, (2) parks and resorts, (3) studio entertainment, (4) consumer product, and (5) interactive media.

The Board of the Company consists of 11 (eleven) Independent Directors and 2 (two) Inside Directors. They have expertise in the areas of business, finance, law, audit and public companies.

1. no. 1-0013 Mattel, Inc: Vendor Operations in Asia Only 3% of the world’s children are here in the U.S. Our biggest opportunities are in growth outside the U.S. – Jill Barad President & CEO Mattel, Inc. The sun was just breaking over Kowloon Harbor. From his corner office, Ron Montalto gazed across the water and watched the early morning light reflect off Hong Kong’s famous downtown skyline. Only 24 hours ago Ron had been riding around the Carolina Speedway in Kyle Petty’s blue Pontiac, emblazoned with the Hot Wheels logo. The event was part of the kickoff for a new series of Hot Wheels® replicas of NASCAR racers. Now, back in Hong Kong questions still swirled around the sourcing

Beginning with the pre-2005 context of Disney’s business environment I will show why Eisner’s autocratic style of management was impeding the necessary changes the company needed to survive in light of the issues facing the company. Following on from this analysis I can assess the process of change which the company undertook relating to relevant theories in the strategic change literature. This will allow me to evaluate the effectiveness of the leadership during this process and show how CEO Iger was central to the changes which took place, again in accordance with strategic leadership theories. Finally I will attempt to identify how Disney has harnessed its key resources and core competencies throughout the process of strategic change to give itself a

Starting as a young boy from Missouri, farmer Walter Elias Disney set out to make a mark on society. After first joining the Red Cross in World War I, he came back determined to be an artist. After moving to Hollywood in 1923 with his older brother Roy, they founded Disney Brothers Studio. After diversifying as much as possible, Disney had a firm grasp on the global market share until the 1980’s where the company’s revenues began to slump in the film industry. Luckily Sid Bass invested $365 million in order to rescue the company and bring an end to all hostile takeover attempts. Disney’s billion dollar powerhouse status in the entertainment industry can be broken down and analyzed using the