質問  |
答え |
|
学び始める
|
|
Reactive rather than proactive. | Admin costs. | Distributors upset. | Orientation to product. | Willingness of suppliers reliance. | Exit barriers increased. Radowe
|
|
|
Strategic advantages from exploiting big data: 学び始める
|
|
Reaction before rivals. | E-marketing better. | Customers profile knowledge. | Trend early spotting. | Unsatisfied need identification. | Market research better. RECTUM
|
|
|
Disruptive technology – Fintech advantages: 学び始める
|
|
Personalisation of products. | Additional data. | Tensionless customer experience. | Cheap capital access. | Elimination of physical presence. PATCE
|
|
|
Disruptive technology – potential defences against Fintech 学び始める
|
|
Action of lawyers. | Promoting physical presence. | Own disruptive technology lunched. | React before rivals. | Technophobia relying. Aport
|
|
|
Advantages of cloud technology: 学び始める
|
|
Maintenance reduced. | On-demand self-service. | Disaster recovery. | Units collaboration. | Sharing data. MODUS
|
|
|
Upstream SCM - E-procurement benefits: 学び始める
|
|
Stock-outs reduced. | Transaction history archived. | Administration reduced. | Range of suppliers. | Labour costs reduced. | Inventories lower. STARLI
|
|
|
Potential e-Branding strategies: 4 学び始める
|
|
Match an existing brand. | Modify existing brand. | Create a new brand. | Form a partnership with existing brand.
|
|
|
Project life cycle stages: 学び始める
|
|
Initiation | Planning | Execution | Control | Completion IP ECC
|
|
|
Typical contents of Business case document: 3 学び始める
|
|
Strategic analysis. | Risk analysis. | Benefits and costs. Explain why project is needed. | Provides a financial rationale. | Manages can be more proactive to risks.
|
|
|
|
学び始める
|
|
Resources. | Detailed schedules. | Targets and measures. | Communication. | Exit plan. RDT CE
|
|
|
Methods of overcoming resistance for changes: 学び始める
|
|
Manipulation and co-optation. | Involvement. | Negotiation. | Coercion. | Education and communication. | Support and facilitation. Minces
|
|
|
Equity options for raising finance: 学び始める
|
|
Retained cash. / Working capital. || Existing shareholders. / New share issue.
|
|
|
Debt options for raising finance: 3x2 学び始める
|
|
Debentures; Mortgages. | Leasing; Loans. | Overdraft; payables. Long term. | Medium term. | Short term.
|
|
|
Alternative sources of funds: 学び始める
|
|
Spare assets selling. | Angels and Venture capitalists. | Government grants. | Initial Coin Offering (ICO). Sagi Software value tokens. A company wanting to raise finance creates its own cryptocurrency. These are then sold to investors, who typically pay in another cryptocurrency. Tokens are not like shares. Investors hope that the tokens will appreciate in value.
|
|
|
Factors to consider when choosing a source of finance. 学び始める
|
|
Security. | Exit routes. | Gearing. | Availability. | Control. | Cost. | Cash flows. Sega CCC
|
|
|
Cost accounting – key areas. 学び始める
|
|
Decision making. | Risk and uncertainty. | Variance analysis. | Project appraisal. | Budgeting. | Break even analysis. DR VP BB
|
|
|
Investment appraisal methods: 学び始める
|
|
Payback period. | A R R | NPV. | IRR. PANI
|
|
|
Effective budgetary control requires: 学び始める
|
|
Variance reports on time. | Areas of managerial responsibility divided. | Targets achievable. | Periods of reporting short. | Action if operations are out of control. | Individual managers reporting. | Data collection techniques. Vat paid
|
|
|
Key components of effective variance analysis: 学び始める
|
|
Trends identification for strategic plans. | Up-to-date standards. | Procedures for determining whether to investigate. | Allocating responsibility. | Linking causes to the variance. Tupał FF | Feedforward control. | Flexed budgets for variable costs.
|
|
|
Roles and responsibilities of Board of Directors 学び始める
|
|
Standards and values setting. | ICs establishing. | Board members select and appoint. | AGM and regular meetings.| CEO select and appoint. Decide on a formal schedule of matters to be reserved for the board decision. | Supervision over management. Human and financial resources ensuring. | Obligation to shareholders understanding and meeting. | Represent company to the public. | Entrepreneurial leadership. | Mission of company determining. | <SI, BACHOREM>
|
|
|
Positives of board sub-committees: 学び始める
|
|
Legal requirements satisfying. | Importance of remuneration and risk communicating. | Serious treatment issues by directors communicating. Communicating to the shareholders. Legal requirements of the UK Corporate Governance Code | <LISTEW> Trust of shareholders increased. | Expertise structures creation to improve decision in key areas. | Workload of board reducing.
|
|
|
Insider-dominated structures problems: 学び始める
|
|
Unwillingness to develop governance structures. | Lack of reporting transparency and minority shareholder protection. | Opaque operations. | Misuse of power. ULOM (as opposed to outsider-dominated) This is an extension of the same idea. Insider-dominated structures are where the listed companies are dominated by a small group of shareholders. May be family owned, may be banks. Predominate in Japan and Germany.
|
|
|
Responsibilities of nominations committee 学び始める
|
|
Diversity and composition of Board reviewing. | Identify candidates. | Appointment descriptions preparing. | Succession planning. | Power balance providing. | Operate for the benefit of shareholders. | Reappointments recommendations. DIASPOR
|
|
|
Types of institutional investors in the UK: 学び始める
|
|
Pension funds. | Unit trust | Life assurance companies | Investment trust. PULI
|
|
|
Social reporting typical considerations: 学び始める
|
|
Health and safety. | Human rights issues. | Just pay for employees and suppliers. | Employee issues. | Minority issues. | Fair business practices. HH Jem F Is generally context-specific, and typical contents will vary with industry.
|
|
|
Objectives for integrated reporting: 学び始める
|
|
Cohesive approach to corporate reporting showing many activities. | Data for finance providers improving. | Integrated thinking that focus on the creation of value. | 6 capitals stewardship improving. CDI-6 To support integrated thinking, decision making and actions that focus on the creation of value over the short, medium and long term.
|
|
|
Internal audit department 学び始める
|
|
3Es of operation reviewing. | Law compliance reviewing. | Accounting and IC systems reviewing. | Risks identification. | Investigations 3 LARI
|
|
|
|
学び始める
|
|
External audit work review. | FSs monitoring. | Internal audit work overseeing. | Systems review. EFIS
|
|
|
Objectives of the Board regarding internal controls: 学び始める
|
|
Effectiveness of IC discuss with management. | Appetite reviewing. | Recommendations for IC. | Strategy reviewing. EARS
|
|
|
Objectives of AC regarding ICs: 学び始める
|
|
Risk management system reviewing. | IC system reviewing. | Testing of ICs made by IAD analyse. | Annual report approving. RITA Approve statements in annual report regarding internal controls
|
|
|
AC roles in overseeing IAD: 学び始める
|
|
Recommendations implementation ensuring. | Effectiveness monitoring. | Work plan assessment. | Independence preservation. | Appointment or termination of IA head approving. REWIA
|
|
|
Describe best practice measures to combat bribery and corruption. 学び始める
|
|
Top-level commitment. | Proportionate procedures.| Risk assessment. | Due diligence. | Communication. | Monitoring and review. Proportionate to risks faced and size of company. | The company should apply due diligence procedures in respect of company 189/255 personnel who are at greater risk of offering bribes. | <TPR DCM> Business can make use of the 6 principles when deciding whether their approach to preventing bribery is adequate.
|
|
|
Enterprise risk management 学び始める
|
|
Tone set from the top. | Everyone’s responsibility. | Culture of risk awareness creation. | Holistic approach. | Numerous risk types. | Organization strategy in context of risk management. TECHNO
|
|
|
The UK Corporate Governance Code provides recommendations regarding the AC for external auditor: 学び始める
|
|
Post-completion audit review. | Scope of audit review. | Independence and objectivity ensuring. | Appointment recommending to the board. | Remuneration terms approving |. Oversee selection process. PSIARO
|
|
|
Responsibilities of Board of Directors for listed companies: 学び始める
|
|
NEDs appointment. | Own performance assess and reported annually to shareholders. | Submit themselves for re-election. | 3 Sub-committees establish. NOS-3 All directors in FTSE 350 companies should be put forward for re-election every year. | Remuneration, Audit and Nomination committees.
|
|
|
|
学び始める
|
|
Market penetration. | Admin costs reduced. | Revenue increased. | Customer service enhanced. | Visibility increased. MARC V.
|
|
|
|
学び始める
|
|
Aversion of customers. | Security. | Technophobia. | Running and set-up costs.| Opportunities limited by business type. ASTRO
|
|
|
|
学び始める
|
|
Crew. | Hardware security modules. | Logical access. | Access logging. | Physical controls. | Back-ups. Logical access in defined as interactions with hardware through remote access. This type of access generally features identification, authentication and authorization protocols. This is often contrasted with the term "physical access". | <CHLAP-B.? Hardware security module - physical computing device that safeguards and manages digital keys for strong authentication and provides cryptoprocessing.
|
|
|
|
学び始める
|
|
Pre-numbered forms. | Authorisation. | Control totals. | Output checking. PACO
|
|
|
Promoting cyber security: 学び始める
|
|
Written policy. | Ongoing training. | Limit data volume. | Cyber security staff. | Automatic systems. WOLCA
|
|
|
UK Corporate Governance Code main principles: 学び始める
|
|
Leadership. | Accountability. | Shareholders relations. | Effectiveness. | Remuneration. Remuneration. Formal and transparent procedure. No self-setting. Remuneration Committee establishing. | <LASER> Leadership - clear division between CEO and Chairman. | Accountability - maintain sound IC and risk management (RM) systems. AC establishing. | Effectiveness - 50% od NEDs. induction on joining the board. Annual evaluation of its own performance.
|
|
|
Integrated Reporting content: 学び始める
|
|
What does the organisation do?. | Environment in which it operates. | Governance. | Outlooks. | Business model. | Opportunities and risks. | Strategy. | Allocation of resources. WEGO BOSA
|
|
|
There are six core performance indicators in EMAS: Eco-Management and Audit Scheme 学び始める
|
|
Water. | Emissions. | Biodiversity. | Material efficiency. | Energy efficiency. | Waste. WEB MEW
|
|
|
|
学び始める
|
|
Loss and theft of data. | Incorrect data (veracity). | Regulations. | Cost. | Employee monitoring. LIRCE Data collection methods allow employees to be monitored in detail every second of the day. Some companies place sensors in nametags so that employee movements at work can be monitored. The system monitor to whom each employee talks and its tone of voice.
|
|
|
Control activities types: 学び始める
|
|
Organisation. | Personnel. | Arithmetic. | Segregation of duties. | Authorisation. | Management. | Physical. Opasam-Ph. Organisation - e.g. ensuring that the sales team can’t decide on sales prices to boost demand and their commissions. | Personnel - ensure that staff are properly selected and trained. | Management - managers and supervisors keep an eye on what’s going on.
|
|
|
Organisational culture classification: 4 学び始める
|
|
Power culture. | Role culture. | Task culture. | Person culture. by Charles Handy: Task culture. Modern type of culture. employees do not concentrate so much on their role or title. Instead they concentrate on getting the task. The tend to be highly motivated, flexible, adaptable, and eager to learn.
|
|
|
Variables affecting project risk: 3 学び始める
|
|
How well defined is the project? | Size. | Complexity.
|
|
|
Project management elements: 学び始める
|
|
5 years strategic plan. | 3 risks analysis. | PID | Business case with MO FQ. | Triple constraint. | PPR | P-I R. 53 PBT PP + PPT Project sponsor. | Project manager. | Team members.
|
|
|
Matrix structure disadvantages. 学び始める
|
|
2 reporting lines confusion.| Conflict between project managers and function heads.| Allocation of responsibility and resources. | Reporting complexed and costly | Slower decision making due to democratic structure. 2-CARS
|
|
|
Threat that a professional accountant: 学び始める
|
|
Intimidation. | Familiarity. | Advocacy. | Self-reviewing. | Self-interest. IFA SS
|
|
|
