...ASSIGNMENT COVER SHEET AIB student ID number: (to be completed by the student) A13284 DECLARATION Student name: Course name: Subject name: Subject facilitator: Teaching Centre: No. of pages: Word count: Jevon Jeffrey MBA Marketing Management Strategic Marketing Mrs Michelle Thomas Sital College of Higher Education 12 2446 I, the above named student, confirm that by submitting, or causing the attached assignment to be submitted, to AIB, I have not plagiarised any other person’s work in this assignment and except where appropriately acknowledged, this assignment is my own work, has been expressed in my own words, and has not previously been submitted for assessment. 1 ASSESSMENT SHEET Student name: (to be completed by the examiner) COMMENTS ...
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...CASE EXAMINATION CELEBRATIONS AND MEMORIES LTD. (CML) MAY 2008 Copyright © 2008 The Society of Management Accountants of Canada All rights reserved. No part of this manual may be reproduced in any form without the permission of the copyright holder. TABLE OF CONTENTS MAY 2008 Case Examination Page Case Question: Backgrounder .................................................................................. 1 Additional Information .................................................................... 16 General Comments on Performance ...................................................... 24 Steps for Approaching Business Strategy............................................... 32 Assessment and Solution Notes for Markers .......................................... 35 Marker Assessment Guide ...................................................................... 66 Sample Response – Successful Attempt #1 ........................................... 78 Marker’s Comments – Successful Attempt #1 ........................................ 98 Sample Response – Successful Attempt #2 ......................................... 103 Marker’s Comments – Successful Attempt #2 ...................................... 124 Sample Response – Unsuccessful Attempt .......................................... 129 Marker’s Comments – Unsuccessful Attempt ....................................... 144 Supplement of Formulae * .................................................................... 149 *This...
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...TeAM YYeP BUSINESS G Digitally signed by TeAM YYePG DN: cn=TeAM YYePG, c=US, o=TeAM YYePG, ou=TeAM YYePG, email=yyepg@msn.com Reason: I attest to the accuracy and integrity of this document Date: 2005.04.20 19:31:36 +08'00' ECONOMICS AND MANAGERIAL DECISION MAKING Trefor Jones Manchester School of Management UMIST 4 PART I g CORPORATE GOVERNANCE AND BUSINESS OBJECTIVES INTRODUCTION Firms are major economic institutions in market economies. They come in all shapes and sizes, but have the following common characteristics: g g g g g g Owners. Managers. Objectives. A pool of resources (labour, physical capital, ¢nancial capital and learned skills and competences) to be allocated roles by managers. Administrative or organizational structures through which production is organized. Performance assessment by owners, managers and other stakeholders. Whatever its size, a ¢rm is owned by someone or some group of individuals or organizations. These are termed shareholders and they are able to determine the objectives and activities of the ¢rm. They also appoint the senior managers who will make day-to-day decisions. The owners bear the risks associated with operating the ¢rm and have the right to receive the residual income or pro¢ts. Where ownership rights are dispersed, control of the ¢rm may not lie with the shareholders but with senior managers. This divorce between ownership and control and its implication for the operation and performance of the ¢rm is...
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...I NVESTMENT SCI ENCE I NVESTMENT SCI ENCE DA YID G. LUENBERGER STANFORD UNIVERSITY New York Oxford OXFORD UNIVERSITY PRESS 1998 OXFORD UNIVERSITY PRESS Oxford New York Auckland Bangkok Bogota Bombay Buenos Aires Cnlcutta Cape Town Dar es Salaam Delhi Florence Hong Kong Istanbul Karachi Athens Kuala Lumpur Mexico City Madras Nairobi Mndrid Paris Melbourne Singapore Taipei Tokyo Toronto F \--1& ljS1S,'L (Jml aHociated compallies ill Berlin Jbndon ' LE 4 /3 en where that last expression is valid in the limit as In goes to infinity, cOllesponding to continuous compounding Hence continuous compounding leads to the familiar expo~ nential growth CUlve Such a curve is shown in FigUle 2 2 for a 10% nominal interest late Debt We have examined how a single investment (say a bank deposit) glows over time due to intelest compounding It should be clem that exactly the same thing happens 10 debt It I bonoll' money from the biwk at an intelest rate 1 and make no payments to the bank, then my debt increases accOJding to the same formulas Specifically, if my debt is compounded monthly, then after k months my debt will have grown by a factor of [I + (I /12) l' 21 14 12 10 PRINCIPAL AND INTEREST 17 FIGURE 2.2 Expollential growth curve; cOllfinuous compoUlld growth, Under conl;nuotls compounding at 1D'X" the value of $1 doubles in abotll 7 yems In 20 yems it grows by a factor of ilbotll B !5 ~ 4 0...
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...CHAPTER 1 LAW OF CONTRACTS 2 Business Law Including Company Law 1.1 NATURE OF CONTRACT [Sections 1–2] INTRODUCTION We enter into contracts day after day. Taking a seat in a bus amounts to entering into a contract. When you put a coin in the slot of a weighing machine, you have entered into a contract. You go to a restaurant and take snacks, you have entered into a contract. In such cases, we do not even realise that we are making a contract. In the case of people engaged in trade, commerce and industry, they carry on business by entering into contracts. The law relating to contracts is to be found in the Indian Contract Act, 1872. The law of contracts differs from other branches of law in a very important respect. It does not lay down so many precise rights and duties which the law will protect and enforce; it contains rather a number of limiting principles, subject to which the parties may create rights and duties for themselves, and the law will uphold those rights and duties. Thus, we can say that the parties to a contract, in a sense make the law for themselves. So long as they do not transgress some legal prohibition, they can frame any rules they like in regard to the subject matter of their contract and the law will give effect to their contract. WHAT IS A CONTRACT? Section 2(h) of the Indian Contract Act, 1872 defines a contract as an agreement enforceable by law. Section 2(e) defines agreement as “every promise and every set of promises forming...
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...Version The file you are viewing contains the printed version of the book. In relevant places throughout the text you will find small icons indicating the existence of updates to the text: A red icon indicates there is a correction for a mistake on this line. A green icon indicates an addition to the text at this point. The corrected and added text can be obtained from the author's homepage at http://arielrubinstein.tau.ac.il/ . October 21, 2005 12:18 master Sheet number 1 Page number 1 October 21, 2005 12:18 master Sheet number 2 Page number 2 October 21, 2005 12:18 master Sheet number 3 Page number i Lecture Notes in Microeconomic Theory October 21, 2005 12:18 master Sheet number 4 Page number ii October 21, 2005 12:18 master Sheet number 5 Page number iii Lecture Notes in Microeconomic Theory The Economic Agent Ariel Rubinstein PRINCETON UNIVERSITY PRESS PRINCETON AND OXFORD October 21, 2005 12:18 master Sheet number 6 Page number iv Copyright © 2006 by Princeton University Press. Requests for permission to reproduce material from this work should be sent to...
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...not plan to take STEP. The questions are all based on recent STEP questions. I chose the questions either because they are ‘nice’ – in the sense that you should get a lot of pleasure from tackling them – or because I felt I had something interesting to say about them. In this booklet, I have restricted myself (reluctantly) to the syllabus for Papers I and II, which is the A-level core (i.e. C1 to C4) with a few additions. This material should be familiar to you if you are taking the International Baccalaureate, Scottish Advanced Highers or other similar courses. The first two questions (the sample worked questions) are in a ‘stream of consciousness’ format. They are intended to give you an idea how a trained mathematician would think when tackling them. This approach is much too long-winded to sustain, but it should help you to see what sort of questions you should be asking yourself as you work through the later questions. I have given each of the subsequent questions a difficulty rating ranging from (∗) to (∗ ∗ ∗). A question labelled (∗) might be found on STEP I; a question labelled (∗∗) might be found on STEP II; a question labelled (∗ ∗ ∗) might be found on STEP III. But difficulty in mathematics is in the eye of the beholder: you might find a question difficult simply because you overlooked some key step, which on another day you would not have hesitated over. You should not therefore be discouraged if you are stuck on a one-star question; though you should probably...
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...1 EFFICIENT MARKETS HYPOTHESIS Andrew W. Lo To appear in L. Blume and S. Durlauf, The New Palgrave: A Dictionary of Economics, Second Edition, 2007. New York: Palgrave McMillan. The efficient markets hypothesis (EMH) maintains that market prices fully reflect all available information. Developed independently by Paul A. Samuelson and Eugene F. Fama in the 1960s, this idea has been applied extensively to theoretical models and empirical studies of financial securities prices, generating considerable controversy as well as fundamental insights into the price-discovery process. The most enduring critique comes from psychologists and behavioural economists who argue that the EMH is based on counterfactual assumptions regarding human behaviour, that is, rationality. Recent advances in evolutionary psychology and the cognitive neurosciences may be able to reconcile the EMH with behavioural anomalies. There is an old joke, widely told among economists, about an economist strolling down the street with a companion. They come upon a $100 bill lying on the ground, and as the companion reaches down to pick it up, the economist says, ‘Don’t bother – if it were a genuine $100 bill, someone would have already picked it up’. This humorous example of economic logic gone awry is a fairly accurate rendition of the efficient markets hypothesis (EMH), one of the most hotly contested propositions in all the social sciences. It is disarmingly simple to state, has far-reaching consequences...
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...MANAGERIAL ECONOMICS Suggested Practice Problems • All multiple choice problems in Chapters 21, 22, and 23 • Individual problems: 21.2, 21.3, 22.5, 23.3, 23.5 • Answers (Click Here) Complete Final Exam. The exam must be completed by Sunday at 11:59 p.m. ET. Exam covers Weeks 5, 6, 7, and 8. Chapter 21 – Getting Employees to Work in the Firm’s Best Interests Chapter 22 – Getting Divisions to Work in the Firm’s Best Interests Chapter 23 – Managing Vertical Relationships Managerial Economics, 3rd Edition Luke M. Froeb; Brian T. McCann; Michael R. Ward; Mikhael Shor http://en.wikipedia.org/wiki/Managerial_economics / http://www.coursehero.com/sitemap/schools/501-FIT/courses/1467122-ECONBUS-5421/ http://www.coursehero.com/sitemap/states/Massachusetts/ Managerial economics is the "application of the economic concepts and economic analysis to the problems of formulating rational managerial decisions".[1]It is sometimes referred to as business economics and is a branch of economics that applies microeconomic analysis to decision methods of businesses or other management units. As such, it bridges economic theory and economics in practice.[2] It draws heavily from quantitative techniques such as regression analysis, correlation and calculus.[3] If there is a unifying theme that runs through most of managerial economics, it is the attempt to optimize business decisions given the firm's objectives and given constraints imposed by...
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...S O N SOUTH-W ES TE THO M RN MBA series in ’s Eco n o mi cs Managerial Economics A Problem Solving Approach Luke M. Froeb Vanderbilt University Brian T. McCann Purdue University Australia Brazil Canada Mexico Singapore Spain United Kingdom United States Managerial Economics: A Problem-Solving Approach Luke M. Froeb VP/Editorial Director: Jack W. Calhoun Editor-in-Chief: Alex von Rosenberg Sr. Acquisitions Editor: Mike Worls Sr. Content Project Manager: Cliff Kallemeyn Brian T. McCann Art Director: Michelle Kunkler Sr. First Print Buyer: Sandee Milewski Printer: West Group Eagan, MN Marketing Manager: Jennifer Garamy Marketing Coordinator: Courtney Wolstoncroft Technology Project Manager: Dana Cowden COPYRIGHT ª 2008 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star logo, and SouthWestern are trademarks used herein under license. Printed in the United States of America 1 2 3 4 5 09 08 07 06 ISBN-13: 978-0-324-35981-7 ISBN-10: 0-324-35981-0 ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution or information storage and retrieval systems, or in any other manner—without the written permission of the publisher. For permission to use material from this text or product, submit a request online at http://www.thomsonrights...
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...‘Market Efficiency’ PowerPoints and Activities 2008/20144[2] ‘Market efficiency’ PowerPoints and activities 1 Content The documents in this section provide support material for the stage 2 units. Document 1. Covers A sample program for stage 2 which covers unit 2AECO in the contexts of options from Economics D304 Sample lesson outlines for Business firms and markets–Unit 2AECO Notes and PowerPoint slides on Market efficiency and equity—Unit 2AECO A range of teaching and learning materials covering the concepts of Market efficiency and equity for the 2AECO unit and some applications of these concepts: 4.1 4.2 4.3 4.4 4.5 4.6 4.7 The Sundance film festival—A case study with suggested answers PowerPoint slides—Efficiency and equity, concepts and applications PowerPoint companion—Efficiency and equity, concepts and applications Extension activities—The concepts of efficiency and equity Extension activities discussion topics Emissions trading schemes (ETS) Review Questions—Efficiency and Equity, with suggested answers 2. 3. 4. 2 ‘Market efficiency’ PowerPoints and activities Document 1: Sample program for Stage 2 The purpose of this document is provide an example of how the Stage 2 units can be programmed by drawing on four of the Options from the Economics D304 subject and using them as contexts for unit 2AECO. In this sample program the options from D304 drawn on to provide contexts are Australian market forms, Firms and production and Environmental...
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...BACHELOR OF COMMERCE (B.COM.,) PAPER – 2.1 MANAGERIAL ECONOMICS UNIT – I CHAPTER - I SECTION - I Definition of Managerial Economics Managerial economics refers to those aspects of economics and its tools of analysis most relevant to the firm’s decision-making process. According to MeNair and Meriam, managerial economies consists of the use of economic models of thought to analyze business situations. Some writers consider managerial economics as the integration of economic theory with business practice for the purpose of facilitating decision-making and forward planning by management. The underlying idea of all these definitions is that managerial economics means economics applied in decision-making. So we may consider managerial economics as a special branch of economics bridging the gap between abstract theory and managerial practice. It may be pointed out here that effective decision-making at the firms’ level calls for a careful analysis of a choice between alternative courses of action. Economic theory offers a variety of concepts and analytical tools which can be of considerable assistance to the manager in his decision-making process. In fact actual problem-solving may require many skills and tools which are not available in the traditional economist’s. For example, knowledge of accounting and of statistical concepts and methods, which are not taught in economics, can help the analyses to apply more effectively the economic...
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...CFPCM Certification This reference material is not for sale but for internal circulation only MODULE OUTLINE PART I INTRODUCTION SCOPE OF TOTAL INCOME AND RESIDENTIAL STATUS INCOME EXEMPT FROM TAX PART II INCOME FROM SALARIES INCOME FROM HOUSE PROPERTY CAPITAL GAINS PROFITS AND GAINS OF BUSINESS AND PROFESSION INCOME FROM OTHER SOURCES TAX COMPUTATIONS PART III INTRODUCTION TO TAX PLANNING & TAX RELIEF TAX MANAGEMENT TECHNIQUES TAX COMPLIANCE MATTERS PART IV ESTATE PLANNING Detail Contents PART 1 CHAPTER 1 INTRODUCTION 1. Income Tax Mechanism in India 2. Basic concepts 1. Person 2. Assessee 3. Assessment year 4. Previous year 5. Rates of Tax 6. Accounting Method 7. Capital and Revenue Receipts 8. Income 9. Casual Income 3. Permanent account number CHAPTER 2 SCOPE OF TOTAL INCOME AND RESIDENTIAL STATUS 1. Definition of total income 2. Residential Status 3. Importance of residential status 4. Basic rule for determining residential status 1. Individual 2. HUF 3. Firms and association of person 4. Company 5. Every other person 5. Scope of income as per residential status 1. Resident 2. Not ordinarily resident 3. Non resident 6. Various kinds of income 1. Income received in India 2. Income deemed to be received in India 3. Income accruing or arising in India 4....
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...Management Process and Organization Behavior Assignment Set- 1 (60 Marks) NAME JANU SAJEEV SEM FIRST ADM NO MBA Q.1 Explain controlling and also discuss different types of control Definition of Controlling Controlling is a management function that involves comparing actual performance with planned performance and taking corrective action if needed, to ensure the objectives are achieved. Controlling involves ensuring that performance does not deviate from standards. The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job. Three Phases of Controlling: 1. Anticipating the things that could go wrong and taking preventive measures to see that they don’t. 2. Monitoring or measuring performance in some way in order to compare what is actually happening with what i supposed to be happening. 3. Correcting performance problems that occur. This is the therapeutic aspect of control Control’s Close Link to Planning ...
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...The cultural and economic trends of Cinema in Ireland and Wales Acknowledgements This audit of cinemas in Ireland and Wales was commissioned by Sgrîn Cymru Wales and the Arts Council. The study was financially supported by the Ireland/Wales Interreg IIIA Community Initiative Programme: ERDF 2000–2006. Throughout the study we have been fortunate to benefit from the knowledge, enthusiasm and commitment of Rhian Iolo (Exhibition Manager, Sgrîn) and Siobhan Bourke (Film Adviser, Arts Council). Additional invaluable assistance was provided by Stephanie O’Callaghan, Michelle Hoctor, Antoinette O’Neill, and the staff at both Sgrîn and the Arts Council of Ireland. This study would not have been possible without the generous contribution of time, expertise and information from the many cinema owners, managers, projection and customer services staff we met during the study. Our thanks are also due to the individuals and organisations contacted for comment and information during the research. Our sincere thanks are due to each and every one. The views expressed in this report are those of the authors. Unless specifically attributed, they do not represent the views of Sgrîn, the Arts Council, nor those of any persons or organisations who have been consulted in the course of the study. J Ron Inglis & Sue Todd April 2004 Inglis Todd Consultants is an independent arts and media consultancy operating throughout the UK and Ireland. J Ron Inglis and Sue Todd - are among the UK’s leading...
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