This book examines the responses to U.S. power in the two areas of the world where U.S. primacy was first successfully consolidated: East Asia and Latin America. The U.S. has faced no comparably powerful challengers to the exercise of its power in Latin America for much of the past century. It established its primacy over much of East Asia in the aftermath of WW II and extended its influence in the late 1970's and after the end of the Vietnam War through its entente with China to balance the Soviet Union. By contrast, the U.S. has always encountered rivals and challengers in Europe, has attempted unsuccessfully thus far to impose its primacy in the Middle East, and has paid only intermittent attention to South Asia and Africa. The essays in this volume will explore three important themes 1.) How do region-wide economic trends and arrangements sustain or modify U.S. influence in the region? 2.) How do rising powers in these regions (Japan, China, Brazil) reshape their policies to cope with the U.S. and 3.) How do new (South Korea) and old (Cuba) challengers to U.S. power shape their policies to account for the unrivaled exercise of U.S. power. This collection will place the United States at the hub of relations with countries in East Asia and Latin America and examine the new policies and new styles of engagement that are employed to address the prolonged U.S. interest in these areas-approaches from which the rest of the world might learn.

This online course will give you insights into important compliance topics.

Regulation is relevant for both firms and individuals. Firms’ compliance with regulation is important, because firms’ non-compliance can negatively affect firms themselves (e.g., fines), individuals, and society at large (e.g., pollution). However, even if firms fully comply with regulations, the objectives of the regulation may not necessarily be reached if the regulation induces certain psychological processes in and behaviors of individuals and firms’ decision makers that work in the opposite or an otherwise different direction. This dissertation addresses two research questions regarding these issues: “What drives firms’ compliance?” and “What are the intended and unintended effects of specific regulations?”. In Chapter two, I address the first research question and find that employees’ perceptions of tone at the top are negatively associated with the risk that the organization will not comply with applicable laws and regulations, as assessed by employees. This effect runs through employees’ perceptions of the strength of two organizational practices: internal enforcement and error management. In addition, I find that employees’ perceptions about these two organizational practices are positively interrelated, indicating that these practices can go hand in hand from the point of view of employees. Chapter three aims to shed light on the second research question and demonstrates that mandatory disclosure of a conflict of interest (commissions) can reduce misselling of the product for which the disclosure is required.

Develop and manage a private equity compliance program Compliance has become one of the fastest-growing areas in the private equity (PE) space. Mirroring trends from the hedge fund industry, recent surveys indicate that PE managers rank compliance as the single most challenging aspect of their business. Reports also indicate that PE compliance spending has rapidly outpaced other PE operating costs with recent estimates indicating that individual PE funds on average spend at least 15 - 20% of their operating budgets on this area. General Partners (GPs) have also significantly ramped up the hiring of private equity compliance related roles. Private Equity Compliance provides current and practical guidance on key private equity (PE) compliance challenges and trends. Packed with detailed, practical guidance on developing and managing a private equity compliance program, it offers up-to-date case studies and an analysis of critical regulatory enforcement actions on private equity funds in areas including conflict of interest, fees, expenses, LP fun raising disclosures, and valuations. • Provides real-world compliance guidance • Offers information that is tailored to the current compliance practices employed by GPs in the private equity industry. • Provides guidance on managing the compliance risks associated with cybersecurity and information technology risk • Serves as a PE-focused complement to the author's previous book, Hedge Fund Compliance If you’re a private equity investor or compliance officer looking for trusted guidance on analyzing conflicts, fees, and risks, this is one reference you can’t be without.

Conflicts of interest in both the public and private sectors have become a major matter of public concern world-wide. The OECD Guidelines define a conflict of interest as occurring when a public official has private-capacity interests which could improperly influence the performance of their official duties and responsibilities. However, identifying a specific conflict of interest in practice can be difficult. And resolving the conflicting interests appropriately in a particular case is something that most people find even more challenging. The Toolkit focuses on specific techniques, resources and strategies for: Identifying, managing and preventing conflict-of-interest situations more effectively; and Increasing integrity in official decision-making, which might be compromised by a conflict of interest. This Toolkit provides non-technical, practical help to enable officials to recognise problematic situations and help them to ensure that integrity and reputation are not compromised. The tools themselves are provided in generic form. They are based on examples of sound conflict-of-interest policy and practice drawn from various OECD member and non-member countries. They have been designed for adaptation to suit countries with different legal and administrative systems. FURTHER READING: Managing Conflict of Interest in the Public Service: OECD Guidelines and Country Experiences

Conflict, bullying and harassment can destroy the foundations of the most enterprising organisations. Bullying is now a key complaint received by HR departments. Destructive conflict creates stress, which can lead to poor morale and performance, increased staff turnover and an overall decline in organisational effectiveness. The good news is destructive conflict can be reduced - but this is a sensitive issue, requiring managers to call on tried and tested techniques. Published for HR and line managers, IRS Managing Conflict in the Workplace will help employers to recognise and resolve destructive conflict issues more effectively, enabling them to become more positive, productive and efficient. It gives invaluable advice on conflict prevention, mediation and negotiation; it explains how to manage conflict in a wide variety of situations; and includes guidance on the new statutory requirements for disciplinary and grievance procedures. The handbook will enable HR professionals to: * recognise the sectors, departments and types of individuals most prone to conflict * measure the costs of conflict * understand and comply with the law on the employer's duty of care * spot potential problems, recognise bullying behaviours, understand the difference between constructive conflict and bullying and harassment, conduct a risk assessment and take preventative action * establish, communicate and monitor effective policies and procedures * train staff and managers in how to manage conflict effectively * reach agreement through negotiation * use conciliation and mediation to resolve difficult situations Also included is best practice advice, sample conflict management policies, case studies, checklists and legal compliance.

This article addresses one of the foremost, yet mostly unrecognized barriers to the development of effective compliance and ethics programs in organizations: the existing legal system. While much has been made of government efforts to promote and recognize compliance and ethics programs, almost no attention has been given to an undercurrent in the legal system that has thwarted organizational self-policing, and that threatens to undermine the policy basis for promoting effective compliance and ethics programs. The article begins with a brief overview of the history of the field of compliance and ethics and the policy reasons for its development. It then reviews the policy conflicts between the existing legal system and the application of compliance and ethics. It surveys weaknesses in current approaches to implementing compliance and ethics programs that undercut the effectiveness of such programs. In the conclusion it discusses how to balance the conflicting policies, ending with proposed legislation to resolve the conflict.