...strategic alignment model. Furthermore, how it has been operationalized to enable assessment of an organization’s business and technology strategies into one of twelve defined alignment perspectives using a web-based model. The authors emphasise that the first concept of strategic alignment remains actual and usable to corporate executives looking to achieve alignment of their business and technology strategies. This model is presented as a combination between four quadrants, which one constituted by three components and it’s divided into two distinct areas: business and information technology (IT). Each area has two quadrants that define that part of the business. Focusing on the business area, the two quadrants are business strategy and organization infrastructure. Business strategy has three different components: business scope, distinctive competencies and business governance component. The first component links everything that might effect the business environment, such as markets, products, services). Distinctive competencies cover all items responsible to create market’s success, like brand, research, value chain. The last component is Business governance that relates to the existent relationships between stockholders and the directors board, governmental regulations and relations with other strategic partners. The other quadrant of the business area is organizational infrastructure. It’s composed by administrative structure, business processes, human resource (HR) skills...
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...as defined by the Bank Impact Analysis report and maintained within the Fusion database. Those primarily involved in the Critical Incident Management Policy include:...
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...innovation, Fusion Tomo is engineering in speed, reliability, security, and manageability. The result is best-in-class products throughout an integrated stack of hardware and software, with every layer designed and engineered to work together according to open industry standards. Fusion Tomo's complete, open, and integrated solutions offer extreme performance at the lowest cost—all from a single vendor. Integrated, industry-specific solutions are engineered to address complex business processes across a wide range of industries. We are the world’s largest provider of enterprise software and a leading provider of computer hardware products and services that are engineered to work together in the cloud and in the data center. Our offerings include Fusion Tomo database and middleware software, application software, cloud infrastructure, hardware systems—including computer server, storage and networking products—and related services. We develop and maintain our products and services to be enterprise-grade, reliable, secure and interoperable while offering customers a choice in deployment models that best meet their information technology (IT) needs. Our customers can subscribe to use many Fusion Tomo software and hardware products through our Fusion Tomo Cloud offerings, or purchase our software and hardware products and related services to build their own internal clouds or on premise IT environments. Cloud computing IT environments, including those offered through our Fusion Tomo...
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...Advantages and disadvantages of four types of organisation structure In this essay, I shall analyze relevant examples of existing companies, present their organization design, organization chart, work specialization, chain of command, span of control, for the purpose of presenting the advantages and disadvantages of four types of organization structure. As Mintzberg defined it, "The structure of an organization [is] the sum total of ways in which it divides its labour into distinct tasks and then achieves co-ordination among them" (Boddy, 2008:319) and "makes possible the application of the process of management and creates a framework of order and command through which the activities of the organization can be planned, organized, directed and controlled" (Mullins 2007:564). As the business environment evolves, traditional approaches to organizing work are being reevaluated. Managers are searching out structural designs that are more appropriate to their environment, that are more relevant to the contingencies that reflect their organization. "Organisations are collections of people brought together for a purpose. To achieve this purpose successfully, people need to be organised within the best possible structure. Decisions on structure are primary strategic decision. Structure can make or break an organisation." (Lundi and Cowling 1996:141). Firstly we are going to examine the organization structure of Pharma Nord, a Romanian import, export and distribution company...
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...of two segments: new software licenses and software license updates and product support. It’s hardware systems business consists of two segments: hardware systems products and hardware systems support. It authorizes database and middleware software, including database and database management, application server and cloud application, service-oriented architecture and business process management, business intelligence, identity and access management, data integration, Web experience management, portals, and content management and social network software, as well as development tools and Java, a software development platform; and applications software comprising enterprise resource planning, customer relationship management, financials, governance, risk and compliance, procurement, supply chain management, enterprise portfolio project and enterprise performance management, business intelligence analytic applications, Web commerce, and industry-specific applications software. It also provides customers with rights to unspecified software product upgrades and maintenance releases; Internet access to technical content; and Internet and telephone access to technical support personnel. . In addition, it offers computer server, storage and networking product, and hardware-related software. Officers and directors Jeffrey O. Henley | | Chairman of the Board | Safra A. Catz | | President, Chief Financial Officer, Director | Mark V. Hurd | | President, Director | Lawrence J....
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...CORPORATE GOVERNANCE IN NEPALESE FINANCIAL SECTOR: DOES POLICY MATTER? Submitted To Research Committee Research and Consulting Service Department Nepal Administrative Staff College Submitted By Basanta Raj Sigdel Santosh Koirala June, 2015 Copyright: Nepal Administrative Staff College Recommended Citation Sigdel, B.R. & Koirala, S. (2015). Corporate governance in Nepalese financial sector: Does policy matter? Lalitpur, Nepal: Nepal Administrative Staff College. Declaimer: This study is funded by Nepal Administrative Staff College. The opinion expressed in this research report do not represent official position of Nepal Administrative Staff College and are those of the researchers. ACKNOWLEDGEMENT This research paper has been materialized in this form with the help of many individuals and institutions. First, the team extends profound gratitude to the respected respondents of banks and finance companies for their valuable and generous support without which the project would not have been successful. Similarly, we are thankful to the Research Committee of NASC and Research and Consulting Services Department for their continuous guidance, facilitation and support in this endeavor. ABSTRACT The study examines insiders' perspectives on the determinants of corporate governance in the Nepalese financial sector. For this, we use a 5-point Likert scale questionnaire developed by CLSA, modified and contextualized to Nepalese setting. The study...
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...ENTREPRENEURSHIP CASE STUDY ON SECRET RECIPE PROGRAMME: EXECUTIVE MASTER IN BUSINESS ADMINISTRATION EMBA-Entrepreneurship – Case Study “Secret Recipe” Page 1 Table of Contents I Declaration ..................................................................................................................................... 2 II Executive Summary ..................................................................................................................... 3 III Abstract ........................................................................................................................................ 4 1.0 Company Description .................................................................................................................. 5 2.0 Challenges of Getting Business .................................................................................................. 8 2.1 Startup & Capital ......................................................................................................................................... 8 2.2 Identity or Branding .................................................................................................................................... 8 2.3 Expansion or Growth ................................................................................................................................... 8 3.0 Setting Up The Business ....................................................................
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...IDEA GROUP PUBLISHING 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com ITP5149 140 2005 IRMA International Conference Organizations Through Information Technology, Proceedings of the 2005 Information This paper appears in Managing Modern Resources Management Association International Conference, edited by Mehdi Khosrow-Pour. Copyright 2005, Idea Group Inc. Aligning Project Management Office and Strategy: A Brazilian Case Study Leandro Alves Patah, Marly Monteiro de Carvalho and Fernando José Barbin Laurindo Polytechnic School of the Univ. of Sao Paulo, Av. Prof. Almeida Prado, 128, Cid. Universitária, 05508-900, {leandro.patah@siemens.com} {marlymc, fjblau@usp.br} INTRODUCTION In the turbulence of the new economy, characterized by discontinuous, abrupt and sometimes unmanageable changes, companies should be able to make fast and responsive actions and innovative strategies in order to survive (Hamel, 1996). The great majority of companies already has this information and prepare themselves to compete in this new era through the elaboration of daring strategies, although feasible. According to Porter (1996), the strategy essence remains in choosing activities to be made in a different manner or in the execution of different activities in relation to the competitors. What happens, many times, is that the strategies are not put in operation because they do not arrive until the...
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...Analyse de conjoncture | CPTC 31261: IFRS – Investor Relations | DEVC 31208: Urbanisme et aménagement | ECOI 31080: Pre-MSc Microéconomie | CPTC 31265: Group Financial Statements | DEVC 31210: Responabilité sociale de l’entreprise et developpement durable | ECOI 31081: Pre-MSc Microeconomics | CPTC 31355: Strategic Business Analysis ad Value Creation | DEVC 31212: Politiques publiques locales | ECOI 31142: Economie managériale | CPTC 31484: Séminaire de recherche comptabilité financière | DEVC 31252: Droit de l’urbanisme, de l’immobilier, et de l’environnement | ECOI31143: Business Economics | CPTC 31485: Research Semoinar in Financial Accounting | DEVC 31402: Seminaire de chair entrepreneurait social | ECOI 31231: Corporate Finance and Governance | CPTG 31148: Contrôle de Gestion | DEVC 31406: Seminarie d’application...
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...Introduction During the recent years the use of cloud based accounting information systems (AIS) in business organisations has been growing rapidly. In a survey conducted by Mimecast across the U.S. and Canada on cloud computing adoption by businesses, it has been found that 51 percent of the business ventures have already adopted cloud computing. The survey also indicated that 66 percent of enterprises are considering about the adoption of cloud computing. (Ward and Sipior, 2010) Cloud based accounting information system brings operational and cost efficiency to the organization by enabling enterprises to store, access and share information at lower costs and with greater flexibility.(BHIMANI and WILLCOCKS, 2014) However, data security and privacy are two of the major concerns in terms of the extensive use of cloud computing in enterprises. (Lia et al., 2011). Overview of cloud computing Cloud computing is an information technology service model where computing services (both hardware and software) are delivered on-demand to customers over a network in a selfservice fashion, independent of device and location. (Prasad et al., 2013). Two terms are closely interlinked with the cloud computing are “Software-as-a-Service,” or “SaaS,” and “Application Service Provider,” or “ASP.” Both terms refer to software delivered via the Internet in a multitenant model. In other words, multiple customers are accessing the same software at the same time. (Lee and Jr., 2012). Cloud computing provides...
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...Table of Contents Executive Summary 1 Introduction 2 Financial Structure 2 Corporate Governance 5 Value Creation for Investors 6 Market Analysis 7 Future Outlook 8 Challenges and Opportunities 8 Conclusion 9 Bibliography 10 Appendices 12 Table A 12 Table B 12 Table C 13 Chart A 13 Financial Accounts 14 Executive Summary This report provides an overview of the financial position of Symantec Corporation (SYMC), a global provider of security, storage, and systems management solutions. The followings areas are considered: * The Debt and Equity position of the company are analysed. The various sources of financing used by the company are examined and evaluated by looking at the various debt instruments utilised by the company. * The possible value to be gained for investors is gauged by looking at the potential for market capitalisation. * This report also looks at the area of corporate governance, broadly within the Security Software Services industry. * Finally, the report assesses the future outlook in terms of growth, and the challenges and opportunities facing the company in the years ahead and its evolution stratagem. Introduction Symantec Corporation, currently number 391 on the Fortune 500 listing, operates within five segments: Consumer, Security and Compliance, Storage and Server Management, Services, and Other; hence Symantec is incontrovertibly diversified within the IT industry. The Company conducts business in...
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...[pic] Risk Analysis Project Contemporary Auditing By: Diane Lovett Table of Contents Industry Overview………………………………………………………………….2 Corporation: History………………………………………………………………………………5 Mergers and Acquisitions ..……………………………………………………….6 Directors & Executive Officers ..…………………………………………………6 Brief Overview………………………………………………………..……………6 Business Segments…………………………………………………………………7 Competition…………………………………………………………………………9 Governmental Standards………………………………………………………….10 Corporate Governance ...…………………………………………………………11 Legal Proceedings…………………………………………………………………11 Trends & Strategies……………………………………………………………….12 Risks………………………………………………………………………………..13 Risk Factors……………………………………………………………………….15 Analysis of Financial Statements and Ratios…………………………………..16 Conclusion…………………………………………………………………..…….17 Bibliography………………………………………………………………………19 Attachments: A – Income Statement for 5 Years B – Balance Sheet for 5 Years C – Horizontal Analysis of Income Statement D – Horizontal Analysis of Balance Sheet E – Company’s Rations compared to Industry Averages Industry Overview: The automobile industry is comprised of companies that design, manufacture, engineer, assemble, and market automobiles and motorcycles and provide leasing and financial services. Industry performance is closely linked with economic performance. The auto industry represents one of the largest segments of the U.S. economy. The U.S. industry is dominated by the Big Three, General Motors, Ford...
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...PRACTICAL TRAINING REPORT (PAC600) SEMESTER AUGUST 2013 – JANUARY 2014 PREPARED BY NORSHAKIRAH BINTI KAMARUDDIN BACHELOR DEGREE (Hons) IN ACCOUNTANCY/AC220 2010791179 FIRM KANEKA (M) SDN BHD, KUANTAN SUBMITTED TO EN MOHD ZULFIKRI BIN ABD RASHID DATE OF SUBMISSION 31 DECEMBER 2013 FACULTY OF ACCOUNTANCY UNIVERSITI TEKNOLOGI MARA MALAYSIA Kaneka (M) Sdn Bhd STUDENT PROFILE NAME MATRIX NO. ADDRESS HP NO : NORSHAKIRAH BINTI KAMARUDDIN : 2010791179 : D 523 FELDA MELATI JENGKA 11, 26400 BANDAR JENGKA, PAHANG DARUL MAKMUR : 013-9383539 EMAIL ADDRESS : shakira_akiera@yahoo.com Practical Training Report (PAC600) Kaneka (M) Sdn Bhd TABLE OF CONTENTS PARTICULARS Acknowledgement Executive Summary Introduction 1.0 2.0 Background Of The Firm…………………………………............. Summary Of The Job Done……………………………………….. 2.1 Computerize Accounting…………………………………… 2.2 Financial Accounting………………………………………... 2.3 Cost Accounting……………………………………………... 2.4 Administrative……………………………………………. 3.0 Conclusion…………………………………………………………... PAGE 1 2 3 3 4 4 5 Appendices Practical Training Report (PAC600) Kaneka (M) Sdn Bhd ACKNOWLEDGEMENT First of all, I would like to be grateful to Allah S.W.T by reason of giving me chanced to finish my industrial training in fixed period and giving me a good health along this training...
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...[pic] [pic][pic][pic] [pic] | [pic]Building Websites - The Options This page uses modern project management strategies and tools[pic] to present the options for strategies and tools during various phases of a web system development project. | |Site Map [pic] About this site [pic] Top of Form Search for word: [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] Bottom of Form [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] | |[pic][pic][pic][pic][pic][pic] |[pic]Introduction | | | | |Our approach to ensuring smooth web project creation depend| | |[pic] | |on a robust process[pic] and a solid product plan[pic]: | |[pic] |[pic] | |[pic]The Process | | |[pic] | |(Phase names in parentheses are from the Rational Unified | | | | |Process[pic]). | | | | |[Phase names in brackets are from the Project Memory | | | | |Jogger[pic]. | | ...
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...Whistleblowing and ethics helplines in the 1Modes of Managing Morality Model Leon J van Vuuren Department of Human Resource Management University of Johannesburg Abstract The Modes of Managing Morality (MMM) model provides a heuristic device to assist business ethics scholars and practitioners to make sense of the differences that exist in the ways in which different organisations manage their ethics. Although it is difficult to demonstrate a clear distinction between ethics advice and whistleblowing, these activities are often fused in organisations and the seeking of ethics advice may of necessity sometimes spill over to a need for whistleblowing. The extent and ways organisations are tolerant to and utilise ethics communication in each of these modes were illustrated in this paper. In particular, the varied prominence of whistleblowing and ethics advice facilities in each of the reactive (some whistleblowing), compliance (ethics advice supplementary to whistleblowing) and integrity (whistleblowing supplementary to ethics advice) modes were indicated. The seamless integration of ethics talk and ethics advice in the TAO-mode makes whistleblowing superfluous in this mode. The necessity for leaders and managers to acquire an ethics management competence that would, among others, allow them to actively engage in and encourage ethics talk, was emphasised. Keywords: Ethics, ethics talk, hotlines, help lines, help desk, whistleblowing, Modes of Managing Morality Model, compliance...
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