Compliance Management Quotes

Regulatory compliance is critical to managing risk.

Whatever the tax rate is, pay it. The cost of non-compliance is greater than the cost of reduction of profits.

What raises great kids is coaching them—to handle their emotions, manage their behavior, and develop mastery—rather than controlling for immediate compliance.

You can feel creative tension when you sense the freedom to be creative, the harmony not via compliance only, but through brainstorming.

For all the talk about the need to be a likable "team player," many people work in a fairly cutthroat environment that would seem to be especially challenging to those who possess the recommended traits. Cheerfulness, upbeatness, and compliance: these are the qualities of subordinates -- of servants rather than masters, women (traditionally, anyway) rather than men. After advising his readers to overcome the bitterness and negativity engendered by frequent job loss and to achieve a perpetually sunny outlook, management guru Harvey Mackay notes cryptically that "the nicest, most loyal, and most submissive employees are often the easiest people to fire." Given the turmoil in the corporate world, the prescriptions of niceness ring of lambs-to-the-slaughter.

Companies should manage tax liabilities strategically to optimize financial resources, enhance profitability, and ensure compliance with tax laws. Effective tax management reduces the tax burden and allows companies to allocate more resources to core activities, ultimately improving their bottom line.

One of the main cyber-risks is to think they don’t exist. The other is to try to treat all potential risks. Fix the basics, protect first what matters for your business and be ready to react properly to pertinent threats. Think data, but also business services integrity, awareness, customer experience, compliance, and reputation.

As for relegated/delegated responsibility to ensure organizational software licensing compliance, management is still accountable when intellectual property rights are violated. If the safeguarding responsibility is assigned to an ineffective and/or inefficient unit within an organization, IT audit should recommend an alternative arrangement after the risks are substantiated.

Agile Project Management -like its lean development counterparts- streamlines the development process, concentrating on value-adding activities and eliminating overhead and compliance activities.

The rationales for centralized, to-down decision making - control, direction, and compliance - melts away when individuals are tightly aligned with the company's values and goals, accountable for their actions, and self-regulated.

These guys, they work for five years at the Commission, then they become a compliance manager at a hedge fund.” And, he added, he knew that was true because every time an SEC investigator came up to his office he or she would ask for an employment application.

People act in ways to maximize their self-interest within a company, so create incentives that align employee's objectives with the organization's mission statement. Reward compliance with core values as much as profitability, especially in the face of competitive pressures.

Left-wing progressivism” and “managerialism” are synonymous since the solutions of the former always involve the expansion of the latter. To stay with the example of LGBT causes, these may seem remote from something as technical as “managerialism” but consider the armies of HR officer, diversity tsars, equality ministers, and so on that are supported today under the banner of “LGBT” and used to police and control enterprises. The “philanthropic” endeavours of the Ford Foundation in this regard laid the infrastructure and groundwork to setup new power centres for managerialism under the guise of this ostensibly unrelated cause. Similar case studies can be found in issues as diverse as racial equality, gender equality, Islamist terrorism, climate change, mental health, and the management of the COVID-19 pandemic. The LOGIC of managerialism is to create invisible “problems” which can, in effect, never truly be solved, but rather can permanently support managerial jobs that force some arbitrary compliance standard such as “unconscious bias training”, “net zero carbon”, the ratio of men and women on executive boards or whatever else.

Managers of programming projects aren’t always aware that certain programming issues are matters of religion. If you’re a manager and you try to require compliance with certain programming practices, you’re inviting your programmers’ ire. Here’s a list of religious issues: ■ Programming language ■ Indentation style ■ Placing of braces ■ Choice of IDE ■ Commenting style ■ Efficiency vs. readability tradeoffs ■ Choice of methodology—for example, Scrum vs. Extreme Programming vs. evolutionary delivery ■ Programming utilities ■ Naming conventions ■ Use of gotos ■ Use of global variables ■ Measurements, especially productivity measures such as lines of code per day

These people you let escape? They smashed the front windows of the Jessica McClintock store and were caught defacing the mannequins. How do I explain this to the other mall residents? This makes it look like we don’t have control.” “You don’t have control.” Marco wondered why this was such a revelation. “If we don’t provide the illusion of control, we’ll have anarchy. Your job is to help me project this illusion. And if you can no longer manage your job, I am going to have to relieve you of your card key and all privileges of non-compliance that up until now you have enjoyed.

The reality of government disruption of the free market cannot be overemphasized, for it is at the heart of our present and future crisis. We have savings institutions that are controlled by government at every step of the way. Federal agencies provide protection against losses and lay down rigid guidelines for capitalization levels, number of branches, territories covered, management policies, services rendered, and interest rates charged. The additional cost to S&Ls of compliance with this regulation has been estimated by the American Bankers Association at about $11 billion per year, which represents a whopping 60% of all their profits.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

But it is the nature of narcissistic entitlement to see the situation from only one very subjective point of view that says “My feelings and needs are all that matter, and whatever I want, I should get.” Mutuality and reciprocity are entirely alien concepts, because others exist only to agree, obey, flatter, and comfort – in short, to anticipate and meet my every need. If you cannot make yourself useful in meeting my need, you are of no value and will most likely be treated accordingly, and if you defy my will, prepare to feel my wrath. Hell hath no fury like the Narcissist denied. Narcissists hold these unreasonable expectations of particularly favorable treatment and automatic compliance because they consider themselves uniquely special. In social situations, you will talk about them or what they are interested in because they are more important, more knowledgeable, or more captivating than anyone else. Any other subject is boring and won’t hold interest, and, in their eyes, they most certainly have a right to be entertained. In personal relationships, their sense of entitlement means that you must attend to their needs but they are under no obligation to listen to or understand you. If you insist that they do, you are “being difficult” or challenging their rights. How dare you put yourself before me? they seem to (or may actually) ask. And if they have real power over you, they feel entitled to use you as they see fit and you must not question their authority. Any failure to comply will be considered an attack on their superiority. Defiance of their will is a narcissistic injury that can trigger rage and self-righteous aggression. The conviction of entitlement is a holdover from the egocentric stage of early childhood, around the age of one to two, when children experience a natural sense of grandiosity that is an essential part of their development. This is a transitional phase, and soon it becomes necessary for them to integrate their feelings of self-importance and invincibility with an awareness of their real place in the overall scheme of things that includes a respect for others. In some cases, however, the bubble of specialness is never popped, and in others the rupture is too harsh or sudden, as when a parent or caretaker shames excessively or fails to offer soothing in the wake of a shaming experience. Whether overwhelmed with shame or artificially protected from it, children whose infantile fantasies are not gradually transformed into a more balanced view of themselves in relation to others never get over the belief that they are the center of the universe. Such children may become self-absorbed “Entitlement monsters,” socially inept and incapable of the small sacrifices of Self that allow for reciprocity in personal relationships. The undeflated child turns into an arrogant adult who expects others to serve as constant mirrors of his or her wonderfulness. In positions of power, they can be egotistical tyrants who will have their way without regard for anyone else. Like shame, the rage that follows frustrated entitlement is a primitive emotion that we first learn to manage with the help of attuned parents. The child’s normal narcissistic rages, which intensify during the power struggles of age eighteen to thirty months – those “terrible twos” – require “optimal frustration” that is neither overly humiliating nor threatening to the child’s emerging sense of Self. When children encounter instead a rageful, contemptuous or teasing parent during these moments of intense arousal, the image of the parent’s face is stored in the developing brain and called up at times of future stress to whip them into an aggressive frenzy. Furthermore, the failure of parental attunement during this crucial phase can interfere with the development of brain functions that inhibit aggressive behavior, leaving children with lifelong difficulties controlling aggressive impulses.

In any case, it is not as if the ‘light’ inspection is in any sense preferable for staff than the heavy one. The inspectors are in the college for the same amount of time as they were under the old system. The fact that there are fewer of them does nothing to alleviate the stress of the inspection, which has far more to do with the extra bureaucratic window-dressing one has to do in anticipation of a possible observation than it has to do with any actual observation itself. The inspection, that is to say, corresponds precisely to Foucault’s account of the virtual nature of surveillance in Discipline And Punish. Foucault famously observes there that there is no need for the place of surveillance to actually be occupied. The effect of not knowing whether you will be observed or not produces an introjection of the surveillance apparatus. You constantly act as if you are always about to be observed. Yet, in the case of school and university inspections, what you will be graded on is not primarily your abilities as a teacher so much as your diligence as a bureaucrat. There are other bizarre effects. Since OFSTED is now observing the college’s self-assessment systems, there is an implicit incentive for the college to grade itself and its teaching lower than it actually deserves. The result is a kind of postmodern capitalist version of Maoist confessionalism, in which workers are required to engage in constant symbolic self-denigration. At one point, when our line manager was extolling the virtues of the new, light inspection system, he told us that the problem with our departmental log-books was that they were not sufficiently self-critical. But don’t worry, he urged, any self-criticisms we make are purely symbolic, and will never be acted upon; as if performing self-flagellation as part of a purely formal exercise in cynical bureaucratic compliance were any less demoralizing.

As children, Other-blamers were likely exposed to developmental or attachment trauma, such as abusive, shaming, rejecting, or neglectful parenting. Parents who are substance abusers or psychologically troubled often underfocus on a child’s needs. Parents may have exhibited narcissistic or Other-blaming behaviors that the child models. Another possible cause is parents who were permissive or conflict avoiding and did not hold the child accountable. Parents who overfocus on achievement or behavioral compliance can also encourage a fear of failure that may bring on Other-blaming tendencies. These experiences can cause children to feel unloved, unprotected, and inadequate. They may struggle to experience empathy for others and may develop an unhealthy hypersensitivity and overreaction to shaming experiences. While Other-blaming as a shame-management strategy may be adaptive in childhood, it causes difficulties for adult relationships at all levels, from presidential to personal.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

As described in the literature and experienced in practice, governance is a multi-dimensional concept, encompassing elements of organizational stewardship, accountability, risk management, compliance, control, propriety, functional oversight, resource allocation and capability. It tends to be defined from one of two perspectives: functionally, in terms of what governance does (e.g., assigning and administering decision rights, responsibilities and accountabilities) or; structurally, in terms of what it looks like (a framework of interrelated boards, councils, and committees). This paper argues that both perspectives are necessary for a balanced representation of governance. Furthermore, the two approaches are brought together in a metamanagement perspective of governance, outlined in the next section. In preparation, this section considers eight issues that can influence how governance is viewed.

Vertical alignment implies more than employee compliance with strategy that is set at the top. It's a two-way street. Strategy must be determined by customers, but it must also be informed and shaped by the people who implement it. Employees in the middle of the organization and on the front lines almost always experience greater intimacy with customers and competitors than do senior managers, and their insights can enrich strategy-but only if they are actively solicited.

Back during the McCarthy years, institutions like UMass — and outside academia as well; in Hollywood and other parts of the culture industry, and throughout the economy as a whole — were run by nervous administrators and managers and CEOs who wanted to be in compliance with the government. I’m not talking about the true believer anticommunists; just run-of-the-mill, apolitical or even liberal, apparatchiks whose first duty, they felt, was to their job and their institution. Uncertain about the law and the rules, fearful that if they broke them their institutions would suffer, these administrators turned to outside consultants — often, lawyers — for “advice.” Except that the advice industry was itself stacked with two types: either true-believing anticommunists, who had a vested interest in purging the country of reds and leftists and liberals and more, or bottom-liners (and bottom-feeders) whose livelihood depended upon institutions like UMass needing their “advice.” The combination of this advice industry and nervous administrators was lethal: through some elaborate dance of advice and consent, repressive policies were propounded. Not by force, not by threat, but voluntarily, consensually. It wasn’t simply the state that was the problem; it was the relay system of coercion that private actors in civil society set up, that radiated power far beyond what it was capable of, that made the whole system of repression as widespread as it was. This, incidentally, was precisely the kind of society Hobbes envisioned in Leviathan: not simply an all-powerful sovereign, but an army of preachers and teachers, working in churches and — wait for it: universities — who would extend the power of the sovereign far beyond what it could muster.

AICPA peer review checklists are free and can be obtained by Googling “AICPA Peer Review Checklist.” Use the most recent checklist (they often change). Minimum Documentation SSARS 21 states that the minimum documentation requirements are as follows: Establish your firm’s minimum work paper documentation. What work papers are required for each type of engagement? Will your firm require the preparer to sign off on each work paper? When the partner or manager reviews the work papers, will she initial each reviewed work paper or just a summary review sheet? Authority to Issue Determine who has the authority to issue financial statements and compilation reports. Here are a few questions to consider: •Who has authority to issue financial statements using the preparation guidance? •Who has authority to issue financial statements using the compilation guidance? •Will your firm require a second partner review of each initial preparation engagement? •Will annual compilation reports be reviewed by a second partner? Quality Control - A Simple Summary •Well-designed templates will: ·Enhance your firm’s compliance with professional standards, and ·Increase your efficiency •Create templates for those work products that you expect to issue most often (e.g., tax-basis preparation financial statements) •In developing your templates: ·Include the minimum required work papers and reports ·Vet your templates using the AICPA peer review checklists •Determine who has the authority to issue different work products (e.g., preparation, compilation, monthly, annual)

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

The biggest surprise that I had during my time in high altitude astronomy was being prevented from arranging a free Occupational Safety & Health Administration (OSHA) onsite evaluation to assist with bringing the observatory into OSHA compliance by the upper management team that I reported to.

Motivation is the by-product of desire. Desire and motivation can’t be separated. They are always at the same level. True motivation can’t be cranked up any higher than the level of desire. To best understand how desire increases, and motivation along with it, you must learn more about the three levels of motivation. Level Three: Commitment Level Two: Goal Identification Level One: Compliance The lowest level (Level One) is compliance, which is essentially doing something because you were told to do it. There isn’t much motivation or personal desire involved. Character is not built at the compliance level. The next higher level (Level Two) is identification with the goal. Identification gives the individual a feeling of investment in the goal and produces increased desire and motivation. The highest level of motivation (Level Three) is commitment. There is no greater motivation than when someone feels the goal is truly their own. “Because I said so” is all the management ability needed to get somebody to Level One. Simply order the person around as if they can’t think or reason for themselves and have no special ability or investment in getting the job done other than to avoid being fired. To help people reach Level Two, you must clearly and simply communicate the benefits of achieving the goal. Include them in why the job needs to be done and how it’s in their best interest for all to do it well. When there is something to gain, people invest more. Many a company turnaround has started at this level. To reach Level Three, a person needs to understand why they’re uniquely suited for the task. Show that person how his or her strengths (not yours) can be used to help achieve their part of the goal. Not only will they feel that there’s a personal benefit for a job well done, but more important, they’ll bring a part of themselves to the job. Nobody in your organization will be able to sustain a level of motivation higher than you have as the leader. If a person rises above the leader’s level of motivation, they have to leave you and go somewhere else. Therefore, it behooves you to internalize the goals of your organization and build everyone else up to your level of commitment. I’ve heard it described as “organizing energies around a goal.” What a responsibility! What a challenge! What a growth opportunity!

The law of governance, risk-management, and compliance is the body of rules, regulations, and best practices that, individually and collectively, are intended to ensure that organizations are managed effectively and in such a way as to enhance social welfare.

Financial services is the most overmanaged and underled industry. This is inexpressibly bad news for the advisors out on the firing line, who hate to be managed and who crave to be led. They need leadership as desperately as they do air and water. And what do they get? Another compliance dictum... from 'management.

If compliance will get them what they want, they will feign a cooperative spirit. If they think lying is necessary, they will say whatever needs to be said. If it seems profitable to keep secrets or to reveal only partial truths, they will do that.

Compliance,’ articulated the colleague, with an isn’t-it-obvious shrug. But it wasn’t obvious to me. Not at all. Then, to make matters even more confusing, another colleague chimed in, blaming ‘Central Bank rules’. When I looked into it, though, what I found was astonishing. Most of these ‘rules’ didn’t actually exist. A lot of what my colleagues believed true was mere folklore, no doubt passed down from generation to generation of bankers.

The best risk professionals win the sceptics back from the dark side of viewing risk as a compliance function.

Shame: Is fear of ridicule and belittling used to manage people and/or to keep people in line? Is self-worth tied to achievement, productivity, or compliance? Are blaming and finger-pointing norms? Are put-downs and name-calling rampant? What about favoritism? Is perfectionism an issue?

all bastions of bureaucracy. They all conform to the same bureaucratic blueprint: There is a formal hierarchy Power is vested in positions Authority trickles down Big leaders appoint little leaders Strategies and budgets are set at the top Central staff groups make policy and ensure compliance Job roles are tightly defined Control is achieved through oversight, rules, and sanctions Managers assign tasks and assess performance Everyone competes for promotion Compensation correlates with rank These organizational features may seem innocuous, but as we’ll see, it’s here, in the unremarkable landscape of bureaucracy, that we find the roots of institutional incompetence.

Prophet stared at him for a beat longer, unmoving, before Tom’s hand snaked around his wrist, a firm grip but not a painful one. He looked at Tom and swallowed hard at the unabashed, naked heat in his eyes. And then he let Tom guide him to face the back of the couch. Tom’s palm pressed down between his shoulder blades. He conceded slightly by leaning forward to hold fast to the couch’s back, but he didn’t bend over the couch, the way he knew Tom wanted him to. Because Tom was not the boss of him. Not all the time. And not now. This was his game, dammit. Behind him, Tom snorted softly. “Still fighting compliance?” “I am complying.” He somehow managed to sound halfway agreeable, albeit through clenched teeth. He felt Tom’s hands slide down his sides and land on his hips before his legs were kicked apart. And then Tom must’ve gotten on his knees behind him because he was holding Prophet’s ass cheeks apart, sliding his tongue inside . . . “Fuck.” Tom

After years of serving as an IT auditor and consultant, I have extrapolated that many of the largest organizational formations needed effective leadership in generating consumer confidence regarding information systems management.

Gleichzeitig wird die Illusion erzeugt, mit der Einhaltung der Compliance-Regeln sei auch eine gute Unternehmenaufsicht gewährleistet. Moralisch erwünschtes Verhalten lässt sich gerade nicht durch Vorschriften erreichen. Regeln stärken Regeltreue. Aber sie schwächen den moralischen Kompass, sie schwächen das Gefühl für Akzeptanz, sie Schwächen die Verantwortung — Verantwortung, die sich naturgemäß auf das Ungeregelte bezieht.

Shame: Is fear of ridicule and belittling used to manage people and/or to keep people in line? Is self-worth tied to achievement, productivity, or compliance? Are blaming and finger-pointing norms? Are put-downs and name-calling rampant? What about favoritism? Is perfectionism an issue? Comparison: Healthy competition can be beneficial, but is there constant overt or covert comparing and ranking? Has creativity been suffocated? Are people held to one narrow standard rather than acknowledged for their unique gifts and contributions? Is there an ideal way of being or one form of talent that is used as measurement of everyone else’s worth? Disengagement: Are people afraid to take risks or try new things? Is it easier to stay quiet than to share stories, experiences, and ideas? Does it feel as if no one is really paying attention or listening? Is everyone struggling to be seen and heard?

management is based on the psychological theory of operant conditioning. It emphasizes the need for concrete and immediate reinforcements, such as housing or a gift card, in exchange for good behavior, including abstinence, work, and compliance with psychiatric medicines. Contingency management swaps one set of rewards, such as meth and heroin, for another set of rewards, such as gift cards and apartment units.

startups are more likely to be vulnerable to the Good Idea, Bad Bedfellows failure pattern when they pursue opportunities that involve 1) complex operations requiring the tight coordination of different specialists’ work; 2) inventory of physical goods; and 3) large, lumpy capital requirements. By contrast, consider the more modest management demands on a purely software-based startup like Twitter when it launched. A small team of engineers created the site, and it spread virally without a paid marketing push. Capital requirements were modest and there was no physical inventory to manage. As Twitter grew, it eventually added an array of specialists to manage various functions—for example, community relations, server infrastructure, copyright compliance, etc. But it didn’t need these specialists at the outset.

Because most societies and companies reward compliance. They do that because when you comply: 1. Your behavior is predictable. 2. You are not a threat to anyone because you are “normal.” 3. People don’t feel inferior because of your special aptitude or attitude. 4. You are easier to understand because you are like everyone else. 5. Companies find it much easier and efficient to apply one standard set of policies and procedures irrespective of your attitude or aptitude and hence prefer those who fit in. This also allows them to scale. So, you can see that being “normal” is mainly for the benefit of others, not for you.

In the realm of Human Resources, empathy and understanding go hand in hand with strategy and compliance. It's about balancing the needs of the people and the organization.

Small humans rebel against force and control, just as big humans do. Luckily, they’re always open to our influence, as long as they respect us and feel connected to us. What raises great kids is coaching them—to handle their emotions, manage their behavior, and develop mastery—rather than controlling for immediate compliance. Thoughtful parents know that what they do today either helps or hinders the person their child is becoming. They “emotion-coach” so that their child develops the emotional intelligence essential to managing feelings and making wise choices. They use empathic limits rather than punishment—even just time-outs and consequences—to coach their child’s development of self-discipline, rather than simply forcing their child into obedience.

The following year, Low had arranged for $170 million from the Goldman-prepared power-plant bonds to fill Najib’s account. To avoid questions, Cheah and Low had seen to it the account was marked as one used for internal bank transfers, meaning it would not be visible to compliance staff. The Australian and New Zealand Banking Group, known as ANZ, owned a minority stake in AmBank, giving it the right to appoint executives and board members. But ANZ’s management had no idea about this secret account’s existence. Joanna Yu, a middle-level AmBank executive, was tasked with taking instructions from Low about incoming wires and outgoing checks. Najib had used most of the initial infusion to pay off crony politicians, as well as on jewelry and a $56,000 expense at Signature Exotic Cars, a high-end car dealership in Kuala Lumpur. Now, with the elections approaching, the account was about to become a lot more active.

The surge in road traffic fatalities in India is not just a statistical anomaly but a reflection of the intricate interplay of factors contributing to the nation’s road safety challenges. Urban planning that prioritizes pedestrian safety, well-designed roads, and efficient traffic management systems are essential components of the solution. Equally critical is the need for robust law enforcement to ensure compliance with traffic regulations, deterring reckless driving and holding violators accountable.

Roshan Energy's Utility Management Services California streamline resource consumption for businesses. We expertly manage energy, water, and waste systems to reduce costs and environmental impact. Our customized solutions ensure efficient operations, sustainability, and regulatory compliance, enabling companies to focus on their core objectives while we handle their utilities effectively.

Stavig Industries, LLC’s General Manager and SVP, Dan Roth of Myers Container is committed to championing strategic sales planning. A born leader, he delivers cross-functional thought leadership, contributing to manufacturing, project management, governance, and compliance.

Time to Take Password Security Seriously

The primary concern of projects in the monitoring process is the progress, the milestones achieved, the factor of complying with the time schedule, the scope, compliance with laws, and that the project is within the allocated/mobilized budget(costs).

Having a body means taking care of yourself in all the usual ways, plus whatever extra way might be required by your particular thing [...] Everybody has something, and most things araen't so bad. All that's true, but there's more to it. You don't get to choose what your thing is, whether you get just one thing or more, or how your thing will respond to your efforts to manage it. And no matter how willingly you accept that about yourself, your compliance with fate doesn't earn you any say in anyone else's thing, either. Not even your own child's.

Are Class Captains and School Prefects managers or leaders? Schools miss it when they assign a student to discipline other students. Class captains and school prefects are leaders not managers. A Leader is on A MISSION not on A DUTY. And being a leader goes beyond expecting compliance from others, which is what managers do. If your school assigns prefect to enforce compliance in any way you are doing it all wrong. For one, seeking compliance from anyone is complicated and it comes with a position that "demands" respect and thus you are putting such children at a risk of being hated by their peers. Prefect should be examples not authority figures, plus they should be trained to act like leaders should, if you also don't train them, you are doing it too wrong. Here are some of those "things" you should train your prefect: 1. Active listening 2. How to help their peers and other students find meaning in learning 3. How to make others students wellbeing and safety their priority. 4. How to inspire others and lead by example. Charity begins from school too. Your prefects can learn people skills that can guarantee their future right from your school. Your prefects should be assets to your school because of what they can learn to do now to become better in future not because of what they can do for your school now, which obviously is very little.

The ultimate goal of SAP Process Control is compliance and policy management. Since the software can manage and monitor an organization's internal control environment with its compliance management capabilities, you will be able to rest easy knowing that everything has been carefully kept in check. If this is something that interests you, of course we are also happy to help 30 determine your needs and concerns so that you're in the best position possible once it comes time to make a decision. Visit our website for more information.

To understand Brahma, understand the structure with the easy (though not apt) example of an org chart that depicts a company or an educational institute that is managed by a board of C-Suite executives. - The universe is managed with invisible powers (in Sanatan Dharma) further by Goddess Laxmi as CFO, Ganesha as Product Owner, Goddess Saraswati as CIO, Narad Muni as HR, Goddess Parvati as Chief Compliance Officer, and many more (for better illustration purposes only).

From: Jonathan Rosenberg Date: Thu, Aug 5, 2010 at 2:59 PM Subject: Amidst boundless opportunities, 13 PMs whiff on OKRs (names included) Product Gang, As most of you know, I strongly believe that having a good set of quarterly OKRs is an important part of being successful at Google. That’s why I regularly send you notes reminding you to get them done on time, and why I ask managers to review them to make sure all of our OKRs are good. I’ve tried notes that are nice and notes that are mean. Personal favorites include threatening you with Jonathan’s Pit of Despair in October 07 and celebrating near perfection in July 08. Over time I iterated this carrot/stick approach until we reached near 100% compliance. Yay! So then I stopped sending notes, and look what happened: this quarter, SEVERAL of you didn’t get your OKRs done on time, and several others didn’t grade your Q2 OKRs. It turns out it’s not the type of note I send that matters, but the fact that I send anything at all! Names of the fallen are duly noted below (with a pass given to several AdMob employees who are new to the ways of Google, and to many of you who missed the deadline but still got them done in July). We have so many great opportunities before us (search, ads, display, YouTube, Android, enterprise, local, commerce, Chrome, TV, mobile, social . . .) that if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong. In fact, if that’s really the case, come see me. In the meantime, please do your OKRs on time, grade your previous quarter’s OKRs, do a good job at it, and post them so that the OKR link from your moma [intranet] page works. This is not administrative busywork, it’s an important way to set your priorities for the quarter and ensure that we’re all working together. Jonathan

if we agree that in the future, every organization is essentially a digital organization—enabled through digital technologies, engaging customers on digital platforms and using online applications to drive sales, engagement or compliance—then it isn’t just the seamlessness of outcomes, but equally the methodology employed to deliver those outcomes which must be consistent across a large organization

Managers can threaten people with the loss of jobs if they don't get with the program, but threats, power, and position do not earn commitment. They earn compliance.

Organizational Procurement is a tight balancing act between “cost and quality” on one side and “time and compliance” on the other side, yet a seasoned procurement specialist keeps it evenly balanced.

No1 stared into his captor’s eyes. ‘I said, I want to talk to Qweffor.’ Abbot heard him that time, because the voice wasn’t No1’s. It was a voice of pure magic, layered with undeniable power. Abbot blinked. ‘I’ll… eh… see if he’s in.’ It was too late for compliance: No1 wasn’t about to rein in his power now. He sent a magical probe into Abbot’s brain via the horns. The horns glowed bright blue and then began shedding large brittle flakes. ‘Careful with the horns,’ said Abbot blearily, then his eyes rolled back in his head. ‘The ladies love the horns.’ No1 rooted round in Abbot’s head for a while until he found Qweffor sleeping in a dark corner, in a place scientists would call the limbic system. The problem, realized No1, is that there is only room in every head for one consciousness. Abbot needs to go somewhere else. And so, with this instinctive knowledge and absolutely no expertise, No1 fed Qweffor’s consciousness until it expanded, occupying the entire brain. It was not a perfect fit, and poor Qweffor would suffer from twitches and sudden loss of bowel control at public functions, a syndrome which would become known as Abbot’s Revenge. But at least he was in control of a body, most of the time. After several years and three hearings, fairy warlocks would manage to rehouse Abbot’s consciousness in a lower life form. A guinea pig, to be precise. The guinea pig’s own consciousness was soon subjugated by Abbot’s. Warlock interns would often amuse themselves by throwing tiny swords into the pig’s pen, and crack up watching the little piggy trying to pick them up.

Charles Koch gained confidence from the pulp mill experiment. He was so confident that just a year after buying the pulp mills, Charles Koch was considering a plan to buy all of Georgia-Pacific outright and take the company private. Koch Industries could apply the same techniques to the entire company: 10,000 percent compliance, targeted investment, and flexible management that didn’t focus on quarterly results. But Georgia-Pacific wouldn’t come cheap. The company would cost at least three times the $4 billion Koch paid for Invista, and it would require multiple billions of dollars in debt. Charles Koch hated debt.

Beyond leadership and management, school administrators handle legal and compliance issues, ensuring the school adheres to local regulations.

The scope of a school administrator's work includes fostering collaboration, ensuring compliance, and addressing complex legal issues to uphold educational standards.

Charles Koch did, this new effort carried its own slogan: “10,000 percent compliance,” meaning that employees obeyed 100 percent of all laws 100 percent of the time.II This slogan might have seemed banal, even empty, to Koch Industries employees in the beginning. There isn’t a company in America that doesn’t profess to obey the law. But the glib nature of the slogan was deceiving: it represented an entirely new way of operating. Koch Industries expanded its legal team and embedded them into the firm’s far-flung operations. Now if process owners like the managers at Pine Bend decided to release ammonia-laden water into nearby waterways, they often had to first consult with teams of Koch’s lawyers. Koch’s commodity traders consulted the legal team when devising new trading strategies. Teams of inspectors from the legal department descended on factories and threatened to shut them down if managers couldn’t prove that a valve had been properly inspected. The mandate to comply with the law was very real, and it served a strategic purpose. Koch would keep state and federal regulators off its property.

Excessive use of rewards and punishments may lead to a focus on compliance rather than genuine learning, hindering students' intrinsic motivation and long-term growth.