2. In a centralized company, all major planning and operating decisions are made by a. managers of separate units. b. managers of divisions. c. accountants. d. top management.
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2. In a centralized company, all major planning and operating decisions are made by a. managers of separate units. b. managers of divisions. c. accountants. d. top management.
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- e, Year and Section cion: Answer the following items in an essay form. Give examples if possible. Make sure ar own words. -What is the difference between a chairman of the board and a president of a bank? 2. Kindly state the functions of the following committees of a bank. Give examples a. The Executive Committee fOutsourcing strategies O are nearly always a more attractive strategic option than merger and acquisition strategies. ○ carry the substantial risk of making a company overly dependent on its suppliers. ○ carry the substantial risk of raising a company's costs. O increase a company's risk exposure to changing technology and/or changing buyer preferences. O involve farming out value chain activities presently performed in-house to outside specialists and strategic allies.Strategic decisions are usually made quickly to not lose out on fleeting opportunities in theturbulent business environment. Your report to Naked had to be written under immense timepressure and as a consultant, you are exposed to several risks. You are required to include in yourreport a “disclaimer” of sorts, informing Naked of all the constraints and limitation you facedduring the writing of your report. You are required to conduct research beyond the scope of theprescribed material to answer this question.Your answer should contain the following points:• Declare any/all limitations and disadvantages of the analysis tools used in Question 1 ofyour report.• Outline any challenges faced during the writing of the report that may influence theobjectivity and validity of the report
- The management accountants in an organization probably report directly to thea. controller.b. treasurer.c. chief executive officer (CEO).d. chief financial officer (CFO)The strategic management process is: a. A decision-making activity concerned with a firm’s internal resources, capabilities, and competencies, independent of the conditions in its external environment. b. The full set of commitments, decisions, and actions required for the firm to achieve above-average returns and strategic competitiveness. c. A process directed by top-management with input from other stakeholders that seeks to achieve above-average returns for investors through effective use of the organization’s resources. d. A set of activities that will assure a temporary advantage and average returns forthe firm.What happens if a businesshas a management informationsystem that is too small?
- 1. The process of assessing a business and its environment to make the right strategic choices is called: A. Strategic Risk Management B. Strategic Analysis C. Strategic Planning d. Strategic Management 2.The process of defining long-term goals and objectives, and developing strategies is called: a.Strategic Risk Management b.Strategic Analysis c.Strategic Planning d.Strategic Management 3.The process of formulating, implementing, and evaluating strategic decisions is called: a.Strategic Risk Management b.Strategic Analysis c.Strategic Planning d. Strategic ManagementMr. Jamil who has just retired as the executive director was recently appointed as a non- executive member of the audit committee of AA Maju Berhad, a public listed company producing complex robotic products. Mr. Aiman, the executive finance director who chairs the audit committee, has always viewed the purpose of audit committee is primarily to focus on the financial matters. To him, as long as financial controls are seen to be fully in place, he is less concerned with other aspects of internal control within the company. Explain any two (2) issues arise in the audit committee arrangements at AA Maju Berhad as described in the case above.The obligations of an investor-owned company's board of directors in the strategy-making, strategy-executing process include A) taking the lead in developing the company's business model and strategic vision. B) coming up with compelling strategy proposals to debate against those put forward by top management. C) taking the lead in formulating the company's strategic plan but then delegating the task of implementing and executing the strategic plan to the company's CEO and other senior executives. D) overseeing the company's financial accounting and financial reporting practices and setting CEO compensation. E) approving the company's operating strategies, functional-area strategies, business strategy, and overall corporate strategy.
- Which of the lists of positions below are in the same order as these definitions: Managers of the day-to-day operation of the corporation; owners of the corporation; set strategy and policy for the corporation. 1. Board of Directors; Shareholders; Officers 2. Shareholders; Board of Directors 3. Officers; Shareholders; Board of Directors 4. Officers; Board of Directors; ShareholdersThere are so many avenues through which the concepts of strategic management could be appliedin real life.Required: a. With reference to the business model canvas, illustrate how thenine (9) elements interact in ascertaining how a business can sustainably generaterevenues. b. Using an organization of your choice, practically demonstrate your understanding of theorganization’s business model.Which board of directors committee is responsible for monitoring the internal operations of the firm? Select one: O Corporate Compliance O Auditing O Corporate Governance O Evaluating Jump to...