...In: Business and Management Mis Exam Chapter 01:An Introduction to Information Systems TRUE/FALSE 1. Information and data are essentially the same thing. ANS: F PTS: 1 REF: 5 2. Computers are required to organize or process data. ANS: F PTS: 1 REF: 7 3. Using a computer to forecast future sales and order more inventory before a shortage can occur is an example of information system feedback. ANS: T PTS: 1 REF: 12 4. A CBIS is a single set of hardware, software, databases, telecommunications, people, and procedures configured to collect, manipulate, store, and process data into information. ANS: T PTS: 1 REF: 12 5. The technology infrastructure is a set of shared IS resources that form the foundation of each computer-based information system. ANS: T PTS: 1 REF: 12 6. Today’s more advanced processor chips have the power of 1990s-era supercomputers. ANS: T PTS: 1 REF: 13 7. Teraflops is a measure of computer storage capacity. ANS: F PTS: 1 REF: 13 8. Application software such as Windows Vista and Windows Seven control basic computer operations such as start-up and printing. ANS: F PTS: 1 REF: 14 9. Software is needed for computers of all sizes from cell phones and small hand held devices to the largest supercomputers. ANS: T PTS: 1 REF: 14 10. Private cloud computing applications are available to everyone. ANS: F PTS: 1 REF: 15 11. Information about the documents on the Web and access to these documents are controlled...
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...Project Outline Project Description A. Users at The Department of Social Services are constantly and consistently getting viruses on the organizations computers, also their boss has complained that the specific users are always unable to meet their deadlines. The employees logged onto their computers and downloaded music, works from unauthorized servers, save confidential files to the computer desktop instead of the shared drive, download music and unauthorized personal software on the organization computer system. I. Introduction 2.1.0 Background A. The Department of Social Services assist people who are affected by personal and widespread crisis, for instance they help people who are in need of money for health care, food, heating, child services, protective services, shelter, clothing, and so on. This organization provides various services to people or families in need of human services in surrounding communities. Because of the nature of their business conducted at The Department of Social Services its imperative that information on computers is safe and can not be compromised at any time. Their work is of a confidential nature and the data on the computers, databases, and servers have to stay safe and not to be shared with anyone other then the people who are responsible for that information. 2.1.1 Problem Statement A. While the Department of Social Services is in the business of helping others it seems as though there is a problem...
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...Transactions and Strategies Economics for Management This page intentionally left blank Transactions and Strategies Economics for Management ROBERT J. MICHAELS Mihaylo College of Business and Economics California State University, Fullerton Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Transactions and Strategies: Economics for Management Robert J. Michaels Vice President of Editorial, Business: Jack W. Calhoun Publisher: Joe Sabatino Sr. Acquisitions Editor: Steve Scoble Supervising Developmental Editor: Jennifer Thomas Editorial Assistant: Lena Mortis Sr. Marketing Manager: John Carey Marketing Coordinator: Suellen Ruttkay Marketing Specialist: Betty Jung Content Project Manager: Cliff Kallemeyn Media Editor: Deepak Kumar Sr. Art Director: Michelle Kunkler Frontlist Buyer, Manufacturing: Sandee Milewski Internal Designer: Juli Cook/ Plan-It-Publishing, Inc. Cover Designer: Rose Alcorn Cover Image: © Justin Guariglia/Corbis © 2011 South-Western, Cengage Learning 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, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support...
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...Auditing and Assurance Services LEARNING OBJECTIVES | | |Exercises and | | | |Problems | | |Review Checkpoints | | | | | | |Define information risk and explain how auditing and assurance services play|1, 2, 3 |48, 50 | |a role in reducing this business risk. | | | | | | | |Define and contrast accounting, auditing, and assurance services. |4, 5, 6, 7, 8 |47 | | | | | |Describe and define the management assertions embodied in financial |9, 10, 11 |52, 54 | |statements, and why auditors use them as a focal point of the audit. | ...
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...TRAINING POLICY - MANAGEMENT TRAINEE (POLICY No.SFPL/CORP-HR/04) (Revised-w.e.f. 01 April 2012) Training is the corner stone of sound management. It is imperative on our part to impart appropriate training to the Management Trainees. Training is actively and intimately connected with all the personnel and managerial activities. If imparted effectively, it leads to: Increase in productivity Quality Improvement Fulfillment of future personnel needs. Improvement of Organizational Climate. Prevention of Obsolescence. Increase in employees’ efficiency and overall effectiveness. An effective training generally fulfills the following objectives: Bridge the gap between institution and the industry. Provide motivation to the trainee to improve his/her job performance. Develop a willingness to change. Provide for active participation by the trainees. Provide feedback. Permit practice where appropriate. OBJECTIVE OF SHEELA GROUP MANAGEMENT/TECHNICAL TRAINEE SCHEME: It is universal truth that fresh recruits who come directly from universities/institutes are having more theoretical knowledge and are not exposed to the practical application of the subject. It is, therefore, essential for any organization to mould them in a manner which suits our industry. The organization has, therefore, devised Management Trainee Scheme to achieve the objective to reducing the gap between institution and industry and to provide them an environment where they learn by doing practical things. SHEELA GROUP...
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...Importance of Delegation from Manager and Subordinate’s Perspective Index Topic Page Number 1. Introduction 4 2. Topic: 5 3. Theory Related to Research: 5 4. Research question 7 5. Literature Review: 8 5.1. Introduction: 8 5.2. Effectiveness of Delegation: 8 5.3. Background of Delegation: 9 5.3.1. Significant freedom to decide how the goal will be achieved 10 5.3.2. Being an available resource to assist in achieving the goals: 10 5.3.3. Assessing quality of the effort and achievement of goals 11 5.4. Delegation Process: 11 5.5. Critical Analysis of Work Delegation: 11 5.6. Unsuccessful Work Delegation: Reasons: 17 6. Research Methodology: 19 6.1. Sampling Technique 19 6.2. Selection of the Participants 19 6.3. Data Collection: 20 6.4. Data Analysis 20 6.5 Significance of the research: 21 6.6. Research Hypothesis: 21 7. Findings and Analysis: 23 7.1. Analysis of the Questioner (Close ended), of Work Delegators: 23 7.2. Analysis of the Questioner (Close ended)...
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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...this one, the emphasis here will be on those areas where there’s a difference. T Figure 9-1 Contrasting Features of Informal and Formal Reports Informal Formal Reader often internal often external or distant within organization Length • usually short • several sections • usually long (3 pages or more) • sections and subsections Tone • personal • contractions • more impersonal • no contractions Summary integrated on separate page Introduction no heading can have one or more headings Title appears as subject line in memo heading appears on separate title page Transmittal page optional covering letter or memo Contents page none useful if report is over 5 pages Chapter 9 Formal Reports and Proposals 193 The Four R’s of Planning As emphasized earlier, the first step in planning any piece of...
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...FIGURES The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member States of the Association are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Viet Nam. The ASEAN Secretariat is based in Jakarta, Indonesia. For inquiries, contact: The ASEAN Secretariat Public Outreach and Civil Society Division 70A Jalan Sisingamangaraja Jakarta 12110 Indonesia Phone : (62 21) 724-3372, 726-2991 Fax : (62 21) 739-8234, 724-3504 E-mail : public.div@asean.org General information on ASEAN appears online at the ASEAN Website: www.asean.org Catalogue-in-Publication Data ASEAN Community in Figures 2011 (ACIF 2011) Jakarta: ASEAN Secretariat, April 2012 315.95 1. Statistics – ASEAN 2. Economics - Social - Environment ISBN 978-602-8411-81-3 The text of this publication may be freely quoted or reprinted with proper acknowledgement. Copyright Association of Southeast Asian Nations (ASEAN) 2011 All rights reserved FOREWORD ASEAN Community in Figures (ACIF) 2011 is the fourth in a series of annual publications by the ASEAN Secretariat focusing on key economic and social developments in individual ASEAN Member States and in the ASEAN Community as a whole. The pocket-sized ACIF is intended as a handy reference on selected and most recent economic and social indicators. It contains more than 50 tables and charts on ASEAN’s general economy, trade, foreign direct investment, tourism, telecommunications, population...
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...PRINCIPLES OF MANAGEMENT Table of Contents Ch# Title Page 1 Historical overview of Management ……………………………………………………… 1 2 Management and Managers ………………………………………………………………. 5 3 Managerial Roles in Organizations ……………………………………………………….. 7 4 Managerial Functions i.e. POLCA ………………………………………………………... 9 5 Managerial Levels and Skills ……………………………………………………………… 11 6 Management Ideas: Yesterday and Today ………………………………………………... 14 7 Classical View of Management (Scientific and Bureaucratic)……………………………… 16 8 Administrative View of Management ……………………………………………………. 19 9 Behavioral Theories of Management 20 10 Quantitative, Contemporary and Emerging Views of Management 23 11 System’s View of Management and Organization 25 12 Analyzing Organizational Environment and Understanding Organizational Culture …….. 29 13 21st Century Management Trends………………………………………………………… 32 14 Understanding Global Environment: WTO and SAARC ………………………………… 36 15 Decision Making and Decision Taking …………………………………………………… 39 16 Rational Decision Making ………………………………………………………………... 41 17 Nature and Types of Managerial Decisions ……………………………………………… 43 18 Non Rational Decision Making ………………………………………………………….. 45 19 Group Decision Making and Creativity ………………………………………………….. 47 20 Planning and Decision Aids-I …………………………………………………………… 50 21 Planning and Decision Aids-II …………………………………………………………… 53 22 Planning: Functions & Benefits ………………………………………………………….. 56 23 Planning Process and Goals Levels ………………………………………………………...
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...transport Tuesday, 1 January, 2013 2:29 PM Transportation and Economic Development Authors: Dr. Jean-Paul Rodrigue and Dr. Theo Notteboom1. The Economic Importance of Transportation Like many economic activities that are intensive in infrastructures, the transport sector is an important component of the economy impacting on development and the welfare of populations. When transport systems are efficient, they provide economic and social opportunities and benefits that result in positive multipliers effects such as better accessibility to markets, employment and additional investments. When transport systems are deficient in terms of capacity or reliability, they can have an economic cost such as reduced or missed opportunities. Efficient transportation reduces costs, while inefficient transportation increases costs. The impacts of transportation are not always intended, and can have unforeseen or unintended consequences such as congestion. Transport also carries an important social and environmental load, which cannot be neglected.The added value and employment effects of transport services usually extend beyond employment and added value generated by that activity; indirect effects are salient. For instance, transportation companies purchase a part of their inputs from local suppliers. The production of these inputs generates additional value-added and employment in the local economy. The suppliers in turn purchase goods and services from other local firms. There are further...
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...applicable) that are controllable by the manager? 5. Is the format of the budget comparable with that of previous periods so that several reports over time can be compared if so desired? 6. Are actual and budget for the same period? 7. Are the figures annualized? 8. Test one line-item calculation. Is the math for the dollar difference computed correctly? Is the percentage properly computed based on a percentage of the budget figure? 333 334 APPENDIX A Checklists Checklist A-2 Building a Budget 1. What is the proposed volume for the new budget period? 2. What is the appropriate inflow (revenues) and outflow (cost of services delivered) relationship? 3. What will the appropriate dollar cost be? (Note: this question requires a series of assumptions about the nature of the operation for the new budget period.) 3a. Forecast service-related workload. 3b. Forecast non–service-related workload. 3c. Forecast special project workload if applicable. 3d. Coordinate assumptions for proportionate share of interdepartmental projects. 4. Will additional resources be available? 5. Will this budget accomplish the appropriate managerial objectives for the organization? Checklist A-3 Balance Sheet Review 1. What is the date on the balance sheet? 2. Are there large discrepancies in balances between the prior year and the current year? 3. Did total assets increase over the prior year? 4. Did current assets increase, decrease, or stay about the same? 5. Did current liabilities increase, decrease...
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...information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress ISBN: 978-0-08-055450-1 (Volume 3) ISBN: 978-0-08-087929-1 (Volumes 1, 2 and 3) For information on all Elsevier publications visit our website at www.elsevierdirect.com Printed and bound in Hungary 09 10 11 12 13 10 9 8 7 6 5 4 3 2 1 Contributors to Volume 3 Robert H. Chenhall Mark A. Covaleski Antonio Davila Mark W. Dirsmith David A....
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...Corruption is efforts to secure wealth or power through illegal means for private gain at public expense; or a misuse of public power for privat e benefit. Corruption like cockroaches has co- existed with human society for a long time and remains as one of the problems in many of the world’s developing economies with devastating consequences. Corruption as a phenomenon, is a global problem, and exists in varying degrees in different countries (Agbu, 2001). Corruption is not only found in democratic and dictatorial politic s, but also in feudal, capitalist and socialist economies. Christian, Muslim, Hindu, and Buddhist cultures are equally be deviled by corruption Corruption in India From Wikipedia, the free encyclopedia Political corruption | Concepts | * Bribery * Cronyism * Kleptocracy * Economics of corruption * Electoral fraud * Nepotism * Slush fund * Plutocracy * Political scandal | Corruption by country | | Europe | * Albania * Armenia * Belgium * Bosnia * Denmark * Finland * France * Germany * Croatia * Cyprus * Czech Republic * Georgia * Greece * Iceland * Ireland * Italy * Kosovo * Latvia * Lithuania * Luxembourg * Macedonia * Moldova * Montenegro * Netherlands * Poland * Portugal * Romania * Serbia * Slovakia * Slovenia * Spain * Sweden * Switzerland * Ukraine | Asia | * Afghanistan * Bahrain * Bangladesh * Cambodia * China...
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...EAST ASIAN DEVELOPMENT NETWORK (EADN) INDIVIDUAL RESEARCH PROJECT EXCHANGE RATE ARRANGEMENT IN VIETNAM: INFORMATION CONTENT AND POLICY OPTIONS Research team∗ : Vo Tri Thanh (principal researcher) Dinh Hien Minh Do Xuan Truong Hoang Van Thanh Pham Chi Quang HANOI December 2000 ∗ We would like to thank the EADN for financial support. We have benefited very much from the valuable comments from EADN on our interim report. We also thank Dr. Ivo Havinga, Dr. Perter Sturm, and Ms. Anna Lennblad for reviewing our drafts and providing valuable insight comments. In carrying out the research we have owed debts to the General Statistic Office and the State Bank of Vietnam, which provided us with data and inspiration. Finally research assistance by Do Chu Dat and Do Thi Thu Huong is highly acknowledged. Table of Contents Table of Contents List of Tables List of Figures Abbreviation Summary Chapter I Introduction Chapter II The Economic Reforms and the Exchange Rate Arrangement since 1989 II.1 An Overview of the Economic Renovation and the Financial Reforms during the period of 1989-1999 II.1.1 The Economic Renovation (Doimoi) II.1.2 Financial Sector Reforms and Monetary Instruments II.2 Exchange Rate Arrangement during the Period of 1989-1999 Chapter III Exchange Rate as a Policy Tool during the Economic Reform, 1989-1999 III.1 Exchange Rate and Inflation III.2 Exchange Rate and Economic Growth III.3 Exchange Rate and Money Supply Chapter...
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