...Does your career plan include a world of lifelong success? Program of Professional Studies THE CERTIFIED GENERAL ACCOUNTANTS ASSOCIATION OF BRITISH COLUMBIA We see more than numbers. Choose a career that places you on the path to lifelong success. It’s all about opportunity. Accounting professionals can work in any sector, anywhere in the world. And when you choose CGA, you’ll gain the leadership, problem-solving and technical skills that are sought after by organizations in the private, public and not-for-profit sectors. The CGA Program of Professional Studies gives you the tools to succeed in business, no matter where your career takes you. You’ll enter the workforce with the applied knowledge and demonstrated expertise that employers want, including specialized technical knowledge, sectorspecific competencies, problem-solving skills and the ethical integrity to lead. CGA’s competency-based curriculum is simply your best way to prepare for a rewarding career in financial management. Flexible study options and the freedom to choose the career you want CGA is all about choice. You choose the professional-studies path and real-world experience that best match your career goals and interests. We give you the skills and freedom to work in any type of organization, in any industry, at any level of management. With a CGA designation, your opportunities—both professional and personal, at home and around the world—are limitless. Take your place as a highly respected...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...Etta Washington Instructor: William Irvin 22 November 2015 Application Assignment #5 20. A series of activities must be completed in a coordinated fashion to complete a landscaping overhaul. The following table shows the activities their optimistic, most likely and pessimistic durations and their immediate predecessors Activity A m b Immediate Predecessors A 4 8 12 --- B 4 10 13 A C 7 14 18 B D 9 16 20 B E 6 9 12 B F 2 4 6 D,E G 4 7 13 C,F H 3 5 7 G I 2 3 4 G,H A- Determine the expected times and variances for each activity B- Construct a project network for this problem C- Determine the EST, EFT, LST, LFT and slack for each activity. Also determine the critical path and project completion time. D- What is the probability that the project will be finished in less than 57 days? E- What is the probability that the project will need at least 50 days? Activity | Early Start | Early Finish | Late Start | Late Finish | Slack | A | 0 | 8 | 0 | 8 | 0 | B | 8 | 17.5 | 8 | 17.5 | 0 | C | 17.5 | 31 | 23.5 | 37 | 6 | D | 17.5 | 33 | 17.5 | 33 | 0 | E | 17.5 | 26.5 | 24 | 33 | 6.5 | F | 33 | 37 | 33 | 37 | 0 | G | 37 | 44.5 | 37 | 44.5 | 0 | H | 44.5 | 49.5 | 44.5 | 49.5 | 0 | I | 49.5 | 52.5 | 49.5 | 52.5 | 0 | | Project | 52.5 | | | | Variance | Critical Variance | 1.77777778 | 1.78 | 2.25 | 2.25 | 3.36111111 | | 3.36111111 | 3.36 | 1 | | 0.44444444 | 0.44 | 2...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT GROUP ASSIGNMENT TITLE: MANCHESTER UNITED SOCCER CLUB FOR MODULE MALPHA Table of contents: To provide the following diagrams for the Manchester United Soccer Club summer tournament: 1) Product Breakdown Structure and Work Breakdown Structure 2) Organisational Breakdown Structure 3) Linear Responsibility Chart 4) Network Diagram 5) Activity Table 6) Schedule 7) Glossary 8) Bibliography 1. Work Breakdown Structure WBS is a diagram used to selectively collect information required in all the project life cycle phases, in order to meet the stakeholders requirements and as a performance measure against the organisation strategic plan. The purpose of the WBS is to subdivide the scope of work into a number of manageable packages that re easier to plan, estimate and assign to a responsible party for completion. Send Tournament Schedule Visit and assess Fields Select Security Procure Reward Procure Banners and T-Shirts Identify EMS Prepare Fields Select Fields Hire Security Engrave the Reward Brand the T-Shirts and Banners Invite EMS Select EMS Teams Entry Fee Payment Register Teams Appoint Referees Contact Colleges Committee agree on reward type Identify Security Present to Sponsor Brief Designer EMS Select Teams Identify and Select Referees Risk Assessment Reward Security Source Fields Entry Fee Agreement Identify Potential Sponsor Hire graphic designer Screen Teams Branding Identify Qualified Referees...
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...Key to notes listed a = also approved for Analyzing the Natural World b = also approved for Understanding the Individual and Society c = also approved for Understanding the Past d = also approved for Understanding the Creative Arts e = also approved for Exploring World Cultures f = also approved for Understanding U.S. Society g = Indicated courses specifically designed for those majoring in areas other than science and mathematics h = LAS nonlaboratory courses Anthropology (ANTH) | 102 | Introduction to Archaeology | 4 hourscg | 105 | Human Evolution | 4 hourscg | 218 | Anthropology of Children and Childhood | 3 hoursbh | 238 | Biology of Women Same as GWS 238 | 3 hoursgh | | | | Biological Sciences (BIOS) | 100 | Biology of Cells and Organisms | 5 hours | 101 | Biology of Populations and Communities | 5 hours | 104 | Life Evolving | 5 hoursg | | | | Chemistry (CHEM) | 100 | Chemistry and Life | 5 hoursg | 112 | General College Chemistry I | 5 hours | 114 | General College Chemistry II | 5 hours | 116 | Honors General Chemistry I | 5 hours | 118 | Honors General Chemistry II | 5 hours | 130 | Survey of Organic and Biochemistry | 5 hours | | | | Computer Science (CS) | 100 | Discovering Computer Science | 3 hoursh | | | | Earth and Environmental Sciences (EAES) | 101 | Global Environmental Change | 4 hours | 111 | Earth, Energy, and the Environment | 4 hours | 200 | Field Work in Missouri | 2 hours...
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...The Sony Corporation: A Case Study in Transnational Media Management by Richard A. Gershon, Western Michigan University, U.S.A. and Tsutomu Kanayama, Sophia University, Japan The transnational corporation is a nationally based company with overseas operations in two or more countries. What distinguishes the transnational media corporation (TNMC) from other types of TNCs, is that the principle product being sold is information and entertainment. The following paper is a case study analysis of the Sony Corporation; a leading TNMC in the production and sale of consumer electronics, music and film entertainment and videogame technology. There are two main parts to this study. Part I. examines the history and development of the Sony Corporation. It builds on the theoretical work of Schein, (1984, 1983), Morley, Shockley-Zalabak (1991) and Gershon (2002, 1997) who argue that the business strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were responsible for developing the organization and its business mission. Second Part examines the Sony Corporation from the standpoint of business strategy. Special attention is given to the subject of organizational culture and strategic decision-making. A second argu- ment of this paper is that while Sony is a TNMC, the organization is decidedly Japanese in its business values. This is beginning to change in the face of global competition and the need to improve business performance. This...
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...The Sony Corporation: A Case Study in Transnational Media Management by Richard A. Gershon, Western Michigan University, U.S.A. and Tsutomu Kanayama, Sophia University, Japan The transnational corporation is a nationally based company with overseas operations in two or more countries. What distinguishes the transnational media corporation (TNMC) from other types of TNCs, is that the principle product being sold is information and entertainment. The following paper is a case study analysis of the Sony Corporation; a leading TNMC in the production and sale of consumer electronics, music and film entertainment and videogame technology. There are two main parts to this study. Part I. examines the history and development of the Sony Corporation. It builds on the theoretical work of Schein, (1984, 1983), Morley, Shockley-Zalabak (1991) and Gershon (2002, 1997) who argue that the business strategies and corporate culture of a company are often a direct reflection of the person (or persons) who were responsible for developing the organization and its business mission. Second Part examines the Sony Corporation from the standpoint of business strategy. Special attention is given to the subject of organizational culture and strategic decision-making. A second argu- ment of this paper is that while Sony is a TNMC, the organization is decidedly Japanese in its business values. This is beginning to change in the face of global competition and the need to improve business performance. This...
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...REGENT UNIVERSITY COLLEGE OF ARTS & SCIENCES UNDERGRADUATE CATALOG 2013-2014 (Fall 2013-Summer 2014) Regent University 1000 Regent University Drive Virginia Beach, VA 23464-9800 800.373.5504 admissions@regent.edu www.regent.edu PREFACE Regional Accreditation Regent University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associates, baccalaureate, masters, and doctorate degrees. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Regent University. National and State Accreditation Regent University’s undergraduate school is accredited or certified by the following bodies: Council for Higher Education Accreditation (CHEA) (www.chea.org/) The Teacher Education Accreditation Council (TEAC) The Regent University School of Education's educational leadership and teacher preparation programs and the College of Arts & Sciences interdisciplinary studies program, which are designed to prepare competent, caring, and qualified professional educators are accredited by the Teacher Education Accreditation Council for a period of seven years, from January 9, 2009 to January 9, 2016. This accreditation certifies that the educational leadership, teacher preparation and interdisciplinary studies programs have provided evidence that they adhere to TEAC's quality principles. Teacher Educational Accreditation Council, One Dupont Circle, Suite...
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...IS FO TR R IB L U IM TI IT O E N D O N LY D Choosing the Channels of Communication A Review of Media Resources for 11 Countries in the Western Pacific Region This document is part of a continuing project of the Tobacco Free-Initiative and the Health Promotion Unit, World Health Organization, Western Pacific Regional Office. Tobacco-Free Initiative & Health Promotion Unit World Health Organization Regional Office for the Western Pacific P Box 2932, 1000 Manila, Philippines .O. Tel: (632) 528-8001 Fax: (632) 521 1036 http://www.wpro.who.int Choosing the Channels of Communication Choosing the Channels of Communication A Review of Media Resources for 11 Countries in the Western Pacific Region Introduction .................................................................................................................................. 1 Key elements in choosing the channels of communication ................................................ 2 Cambodia Summary of media resources ...................................................................................................... 8 Media directory ............................................................................................................................ 10 China Summary of media resources ........................................................................................................ 18 Media directory .........................................................................................
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...Syllabus Certified General Accountants Association of Canada 100 – 4200 North Fraser Way Burnaby, British Columbia Canada V5J 5K7 www.cga-canada.org © CGA-Canada, 2013 All rights reserved. These materials or parts thereof may not be reproduced or used in any manner without the prior written permission of the Certified General Accountants Association of Canada. Printed in Canada ISBN for an individual volume: 978-1-55219-599-4 About CGA-CANADA _________________________________________ CGA-Canada today The CGA designation focuses on integrity, ethics, and the highest education requirements. Recognized as the country’s accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall direction to all sectors of the Canadian economy. The Certified General Accountants Association of Canada — CGA-Canada — sets standards, develops education programs, publishes professional materials, advocates on public policy issues, and represents CGAs nationally and internationally. The Association represents 75,000 CGAs and students in Canada, Bermuda, the Caribbean, Hong Kong, and China. Mission CGA-Canada advances the interests of its members and the public through national and international representation and the establishment of professional standards, practices, and services. A proud history CGA-Canada was founded in Montréal in 1908 under the leadership of John Leslie, vicepresident of the Canadian Pacific Railway. From the beginning, its objective...
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...2014-2015 Undergraduate Academic Calendar and Course Catalogue Published June 2014 The information contained within this document was accurate at the time of publication indicated above and is subject to change. Please consult your faculty or the Registrar’s office if you require clarification regarding the contents of this document. Note: Program map information located in the faculty sections of this document are relevant to students beginning their studies in 2014-2015, students commencing their UOIT studies during a different academic year should consult their faculty to ensure they are following the correct program map. i Message from President Tim McTiernan I am delighted to welcome you to the University of Ontario Institute of Technology (UOIT), one of Canada’s most modern and dynamic university communities. We are a university that lives by three words: challenge, innovate and connect. You have chosen a university known for how it helps students meet the challenges of the future. We have created a leading-edge, technology-enriched learning environment. We have invested in state-of-the-art research and teaching facilities. We have developed industry-ready programs that align with the university’s visionary research portfolio. UOIT is known for its innovative approaches to learning. In many cases, our undergraduate and graduate students are working alongside their professors on research projects and gaining valuable hands-on learning, which we believe is integral...
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...Code of Ethics Fundamental Principles Integrity Objectivity Professional competence and due care Confidentiality Professional behaviour * * APES 110, s290 provides specific guidance on independence requirements for audit and review engagements, while s291 provides similar requirements for other assurance engagements (don’t quote s291 or marks deducted in first assignment) Corporate Governance System by which companies are directed and managed covers conduct of board of directors Independent Director A director will not be independent if he/she Substantial shareholder Employee in executive capacity in the last three years Principal, employee of advisor/consultant role in last 3 years A material supplier or customer Material contractual relationship with the company Served on the board for a period Has an interest or relationship that could reasonably be perceived to interfere with the directors ability to act in the companies best interest Corporate Governance – the UK 1992 committee on the financial aspects of corporate governance issued the Cadbury report Corporate Governance – Australia 1991 Corporate Practices and Conduct was set Groups in Australia advocating corporate governance ASX ASIC + few more * * ASX Corporate Governance Council’s Principles of Good Corporate Governance Principle 1: Lay solid foundation for management and oversight Principle 2: structure the board to add value Principle 3: Promote ethical and...
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...SECURITY AND COMMUNICATION NETWORKS Security Comm. Networks (2011) Published online in Wiley Online Library (wileyonlinelibrary.com). DOI: 10.1002/sec.299 SPECIAL ISSUE PAPER Attack Countermeasure Trees (ACT): towards unifying the constructs of attack and defense trees Arpan Roy* , Dong Seong Kim and Kishor S. Trivedi Department of Electrical & Computer Engineering, Duke University, Durham, NC 27708, U.S.A. ABSTRACT Attack tree (AT) is one of the widely used non-state-space models for security analysis. The basic formalism of AT does not take into account defense mechanisms. Defense trees (DTs) have been developed to investigate the effect of defense mechanisms using measures such as attack cost, security investment cost, return on attack (ROA), and return on investment (ROI). DT, however, places defense mechanisms only at the leaf nodes and the corresponding ROI/ROA analysis does not incorporate the probabilities of attack. In attack response tree (ART), attack and response are both captured but ART suffers from the problem of state-space explosion, since solution of ART is obtained by means of a state-space model. In this paper, we present a novel attack tree paradigm called attack countermeasure tree (ACT) which avoids the generation and solution of a state-space model and takes into account attacks as well as countermeasures (in the form of detection and mitigation events). In ACT, detection and mitigation are allowed not just at the leaf node but also...
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...Customer Information Strategy Convergys Case 1. Convergys, a leader in contract-based business process outsourcing services, has been successful in acquiring high-profile customers (e.g. Verizon, FedEx & Starbucks, among others) across a wide variety of industries. Despite Convergys’ impressive customer list, the company has seen its operating margin decrease about 20% over the past 5 years. Key decision makers within the company believe that this decline is due, at least in part, to issues relating to client retention and acquisition strategies. At present, Convergys classifies its customer accounts into 3 tiers: A, B & C. “A” customers are considered to be of highest value, followed by “B” and “C” customers. Although the idea of internally segmenting customers to most effectively allocate company resources (to maximize profit) is sound, the segmentation strategy ought to be well designed and it must incorporate metrics that reflect specific attributes of the industries being served, while at the same time aligning with Convergys’ overall philosophy and business objectives (such as growth, for example). As evidenced by the continuous decline in Convergys’ operating margins over the past 5 years, contrasted with the high quality service it provides and the growth of the specific companies and industries it services, it is apparent that Convergys’ approach to growth is not particularly effective. In this case analysis, we will provide recommendations on strategies Convergys...
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...Content downloaded/printed from HeinOnline (http://heinonline.org) Thu Oct 17 14:15:18 2013 -- Your use of this HeinOnline PDF indicates your acceptance of HeinOnline's Terms and Conditions of the license agreement available at http://heinonline.org/HOL/License -- The search text of this PDF is generated from uncorrected OCR text. -- To obtain permission to use this article beyond the scope of your HeinOnline license, please use: https://www.copyright.com/ccc/basicSearch.do? &operation=go&searchType=0 &lastSearch=simple&all=on&titleOrStdNo=1053-6736 EXCHANGE CONSOLIDATION AND MODELS OF INTERNATIONAL SECURITIES REGULATION Bo HARVEY* INTRODUCTION In recent years, globalization and a growing demand for capital have increased competition within the capital markets for the business of issuers and investors.! This has led stock and derivatives exchanges to change their business models from mutual business entities, run for the benefit of their members, to demutualized corporations, run for the benefit of shareholders Consequently, as for-profit corporations, exchanges have looked to position themselves more competitively in an internationalized securities market. Part of such positioning has included increasing exchange alliances and acquisitions on a global scale. This is highlighted by the recent merger between the New York Stock Exchange (NYSE) and Euronext (the new entity to be known as NYSE-Euronext). With financial markets now spilling across national borders, demutualized...
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