40 SU 1: Strategic and Operational Roles of Internal Audit QUESTIONS 1.1 Change Management 1. An organization's management perceives the need to make significant changes. Which of the following factors is management least likely to be able to change? A. The organization's members. B. The organization's structure. C. The organization's environment. D. The organization's technology. Answer (C) is correct. REQUIRED: The factor management is least likely to be able to change. DISCUSSION: The environment
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weaknesses. 3. Describe the typical organization of the financial function in a large corporation. 4. Explain why maximizing the current value of the firm’s stock price is the appropriate goal for management. 5. Discuss how agency conflicts affect the goal of maximizing stockholder wealth. 6. Explain why ethics is an appropriate topic in the study of corporate finance. I. Chapter Outline 1.1 The Role of the Financial Manager A. It’s All about Cash Flows • The financial
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Abstract Being a good manager is more difficult now than it ever has been. The corporate environment has changed dramatically over the past decade. Companies are more global and the employee culture is more diverse than ever before. Organizational structures are less bureaucratic more collaborative (Brown, nd). Today’s companies are full of technological distractions that would have been unimaginable to the 20th-century. The goal of a good manager is to achieve excellent results through planning
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decline or even fail. Most organizations are faced with ongoing changes due to internal and external pressures. These pressures can lead to strategic changes that affect the entire organization or incremental changes that have a direct impact on a specific area. Given the economy today, organizations must continually scan their external business environment to maintain their competitive advantage by making internal adjustments. Whenever you have change that moves employees from a known to an
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process of performing an internal audit, compared to the external audit, provides more opportunity for participants to understand how their jobs, departments and divisions fit into the whole organization. 3) An internal audit task force of managers could be charged with determining a specific number (usually 10 to 20) of the most important strengths and weaknesses. 4) Proponents of the resource-based view argue that external factors are more important than internal factors for a firm in achieving
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1. Introduction The Sri Lanka Navy is a well-balanced and cohesive force, capable of operating in waters around Sri Lanka effectively safeguarding our national interest. The secondary role is land operations acting together with other services specially, in terms of internal strife in the preservation of law and order. Since the Sri Lanka Navy is a very large organization, I have selected the prime technical organisation of it, Sri Lanka Naval Dockyard, Trincomalee for the purpose of this
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motivation and engagement and consider how such outcomes may be potentially improved. Name Institution Date Executive summary Organizational culture is increasing becoming important in achieving positive outcomes in the HRM function and particularly in the areas of employee motivation and engagement. The organizations are coming to the realization that the organizational culture and the HRM functions cannot be taken in isolations as the culture plays a big role when it comes to the implementation
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Leadership and Organizational Behavior How Personal Can Ethics get? John-Miguel Onkony Course: Bus 520 Fall Quarter 2011 1. Discuss how personal differences and preferences can impact organizational ethics? First of all, we have to know that every person
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THE CONGRUENCE MODEL The Congruence Model A Roadmap for Understanding Organizational Performance The critical first step in designing and leading successful large-scale change is to fully understand the dynamics and performance of the enterprise. It’s simply impossible to prescribe the appropriate remedy without first diagnosing the nature and intensity of an organization’s problems. Yet, all too often, senior leaders– particularly those who have just recently assumed their positions
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2.) Dave Keller doesn’t seem to be receiving any backing from management to help him solve the current problems in his department at NOGO Railroad Company. David doesn’t have the authority to make such changes. He is missing the motivational force of his manager and the company owner to implement these changes. The current issue he is faced with has been ongoing and has not been handled by the previous manager. Currently at NOGO Railroad Company low morale has also been an issue. Most employees
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