Strategy of Public Organization on Governance of ESG: Focusing on KOTRA’s Governance Strategy

2021 ◽  
Vol 22 (5) ◽  
pp. 159-183
Author(s):  
Soo Deuk Sohn ◽  
Yong Duk Kim ◽  
Sung Gi Lee
2010 ◽  
pp. 68-89
Author(s):  
. Delovaya Rossiya (Business Russia)

The repot considers the current state of the Russian economy, analyzes the drawbacks of the functioning export-raw materials model of its development. The necessity of its changing on the basis of improving the investment climate on the regional level is noted. Corresponding measures on behalf of federal and regional authorities are formulated as well as the directions of innovation policy aimed at modernizing the Russian economy. The conclusion is made that private non-raw materials business should become the main agent of modernization in our country.


2019 ◽  
Vol 118 (9) ◽  
pp. 52-60
Author(s):  
Dr.S. Gunapalan ◽  
Dr.K. Maran

Emotional Intelligence is play a vital role to decide  leadership excellence. So this paper to study the  impact of emotional intelligence on leadership excellence of executive employee in public sector organization.Hence the objective of this  research   is to identify the  impact of emotional intelligence on leadership excellence of executive employee in Public Sector Organization in Ampara districtof Sri Lanka.emotional intelligence includes the verbal and non-verbal appraisal and expression of emotion, the regulation of emotion in the self and others, and the utilization of emotional content in problem solving. Cook (2006)[1]. Emotional intelligence is one of the  essential skill for leaders to manage their subordinate. Accordingly although there is some research done under “Emotional intelligence on leadership excellence of the executive employee in the public organization in Ampara district so this study full filed the gap. Based on the analysis, Self-awareness, Self-management, Social-awareness and Relationship management are the positively affect to the Leadership excellence. So, executive employees should consider about the Emotions of their subordinators when they completing their targets. leaders should pay the attention for recognize the situation, hove to impact their feelings for the performance & recognized their own feelings. Leaders should consider and see their own emotions when they work with others by listening carefully, understand the person by asking questions, identifying non-verbal expressions and solving problems without helming someone’s. Leadersshould consider their subordinators emotions when they find a common idea, government should give to moderate freedom to executive employees in public organization to take the decision with competing the private sector organizations.


2020 ◽  
Author(s):  
Fariha Azalea

Previous studies have observed a paradigm shift in the debate concerning the dimensionality of organizational citizenship behavior. Building on organizational citizenship behavior literature, the present study in intends to validate the dimensionality of the organizational citizenship behavior (OCB) scale developed by Smith et al., (1983) who proposed a 2 dimensional16-item instrument. Data was collected through a survey questionnaire using systematic random sampling technique to employees of local government in Lagos State, Nigeria. A total of 400 questionnaires were administered and 393 valid responses were obtained over a period of 4-weeks. Factor analysis and reliability analysis were conducted to confirm that the instrument is valid within the context of local government employees. The implication of this current study is that OCB scale developed by smith et al., (1983) has revealed two-dimensional structures comprising of; altruism and generalized compliance. The instrument was found to be valid and reliable scale for OCB measurement among employees of public organization, particularly Local Government employees in Lagos, Nigeria.


Public Voices ◽  
2017 ◽  
Vol 2 (2) ◽  
pp. 57
Author(s):  
Charles Terry Angelo

In this fictional case study, the author presents a rich tapestry of interpersonal dynamics in complex public organizations. Contrasting styles of leadership, organizational behavior, and communication are highlighted in a brief drama meant to illustrate how difficult it is sometimes to move beyond such issues to the more fundamental tasks of defining and executing one's responsibilities to serve the greater public good.


2001 ◽  
Vol 20 (1) ◽  
pp. 29-43 ◽  
Author(s):  
Michael L. Ettredge ◽  
David B. Smith ◽  
Mary S. Stone

The AICPA SEC Practice Section (SECPS) notification rule requires a member firm to notify its former client and the Chief Accountant of the SEC in writing within five business days of the date it determines the client-auditor relationship has ended. The rule is unique because it was developed and is enforced by a private organization (the AICPA) to assist a public organization (the SEC) in fulfilling its charge of ensuring full and timely disclosure. An SECPS educational effort to make members aware of their notification responsibilities recently ended. Our paper evaluates the effectiveness of the SECPS educational effort and the SECPS notification letter. It shows that registrant as well as auditor compliance and timeliness increased during the time the notification rule has been in effect, and that the improved registrant performance is likely due in part to improved auditor performance. One implication of our study is that a disclosure requirement auditors impose upon themselves can be effective in helping the SEC monitor client behavior.


2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Matiana González-Silva ◽  
N. Regina Rabinovich

AbstractThe Global Polio Eradication Initiative (GPEI) was launched in 1988 with the aim of completely clearing wild polio viruses by 2000. More than three decades later, the goal has not been achieved, although spectacular advances have been made, with wild polio virus reported in only 2 countries in 2019. In spite of such progress, novel challenges have been added to the equation, most importantly outbreaks of vaccine-derived polio cases resulting from reversion to neurovirulence of attenuated vaccine virus, and insufficient coverage of vaccination. In the context of the latest discussions on malaria eradication, the GPEI experience provides more than a few lessons to the malaria field when considering a coordinated eradication campaign. The WHO Strategic Advisory Committee on Malaria Eradication (SAGme) stated in 2020 that in the context of more than 200 million malaria cases reported, eradication was far from reach in the near future and, therefore, efforts should remain focused on getting back on track to achieve the objectives set by the Global Technical Strategy against Malaria (2016–2030). Acknowledging the deep differences between both diseases and the stages they are in their path towards eradication, this paper draws from the history of GPEI and highlights relevant insights into what it takes to eradicate a pathogen in fields as varied as priority setting, global governance, strategy, community engagement, surveillance systems, and research. Above all, it shows the critical need for openness to change and adaptation as the biological, social and political contexts vary throughout the time an eradication campaign is ongoing.


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