Advance Financial Management Graduate Business Administration 645 CRN: 11046 Building 163 – Room 2032 Winter Quarter 2013 Wednesday: 6:00-8:50 Paul Sarmas www.csupomona.edu/~psarmas CATALOG DESCRIPTION: A seminar course in finance utilizing comprehensive cases to simulate the role of the financial manager. 3 seminar-discussion. Prerequisite: GBA 546, all required 500-level courses, and microcomputer proficiency. Concurrent enrollment in GBA 646. Unconditional standing requirement
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value of equity, show that Philip Morris is offering substantially more to purchase Kraft. 5. Without synergies would the earnings per share of Philip Morris increase or decrease after the Kraft acquisition? 6. Why can Philip Morris increase its financial leverage following this acquisition? 7. Assume that the acquisition is financed using the $12 billion available credit line and that the debt carries a 12% interest rate and is amortized linearly over the next 6 years. Calculate the incremental
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DIFFICULTIES ENCOUNTERED BY ACCOUNTING STUDENTS IN THEIR ON-THE JOB TRAINING Chapter 1 THE PROBLEM AND ITS SETTINGS Introduction of the Study A student apprenticeship program is an organized course training plan carefully intended to transfer relevant knowledge, skills, and outlooks within a designated period of time from a proficient practitioner in a precise field of study or profession to a novice student who preferably has completed a speculative program study. In some cases, schools
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MGMT301: Managing Across Cultures Subject Outline Subject Information Semester One, 2015 Offshore Campus (INTI International College Subang) Lecture Information: 3 hours lecture, 1 hour tutorial Pre-requisites: MGMT110 plus 12 cps from 200 or 300 level Faculty of Commerce subjects Co-requisites: Nil Teaching Staff Teaching Role | Lecturer | Name | Mr. Ronald Hor Yew Kheong | Telephone | 603-5623 2800 (UOW Program Office) | Email | ronald.hor@gmail.com | Room
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‘scenario’. These issues may or may not have been mentioned in the case study. Your role is to produce a report to the board that prioritises these current issues, discusses them and provides recommendations based on them. ©The Chartered Institute of Management Accountants Page 2 Approach The main idea behind the case study is to ensure that the consultant understands the business upon which he or she is advising (this is no less than would be necessary in a real situation). Accordingly, you should
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Hidden flaws in strategy Charles Roxburgh The McKinsey Quarterly, 2003 Number 2 After nearly 40 years, the theory of business strategy is well developed and widely disseminated. Pioneering work by academics such as Michael E. Porter and Henry Mintzberg has established a rich literature on good strategy. Most senior executives have been trained in its principles, and large corporations have their own skilled strategy departments. Yet the business world remains littered with examples of bad strategies
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UNCERTAINTY By SALAMI, SIKIRU ADIO Matric No.: 129022064 BEING A TERM PAPER PRESENTED TO PROFESSOR R.O. AYORINDE PROGRAMME: MASTERS OF RISK MANAGEMENT DEPARTMENT: Department of Insurance & Actuarial Science FACULTY: Business Administration University of Lagos April, 2014 1 TABLE OF CONTENTS INTRODUCTION PEOPLE’S ATTITUDE TOWARDS RISK CUTURE THEORY CHRONICLING RISK CULTURE STRENGTHENING RISK CULTURE Road Map For Continuous Cultural Improvement MEASURING CORPORATE CULTURE CULTURE
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hours: 60 Aim and purpose The aim of this unit is to develop learner knowledge of the range of human, physical, technological and financial resources required in an organisation, and how the management of these resources can impact on business performance. Unit introduction At the core of every organisation are the human, physical, technological and financial resources that enable it to function. This unit will give learners a broad understanding of the importance organisations place on managing
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Options……………………….……….17 Method of Growth………………………............18 Portfolio Analysis…………………………….….19 Strategic Choice & Change Management…....20 Marketing………………………………………...21 Organisational Structure…………………….….22 International Market Place.…………….……....23 Business Process Change…….…..…………..24 Information Technology……..…….……..........25 Quality………………………………….……......26 Project Management………………………...…27 Role of Finance………………………………...28 Review and Control………………………..…..29 Strategy and People……………………………30 ACCA
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reports. Please note that this follows the discussion below. 1. Situation Analysis 2. Assumptions and Missing Information 3. Problem Definition 4. Development of Alternatives 5. Evaluation of Alternatives and Recommendation to Management 6. Appendix – Used for exhibits such as pro-forma income statements and other detailed analyses. The Case Analysis Framework The case analysis framework presented here is a synthesis of the frameworks used by your professor and other
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