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(ii) Evaluate the relative advantages and disadvantages of Chen’s risk management committee being
non-executive rather than executive in nature. (7 marks)
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更多 “ (ii) Evaluate the relative advantages and disadvantages of Chen’s risk management committee beingnon-executive rather than executive in nature. (7 marks) ” 相关考题
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(b) Explain the advantages and the disadvantages of:(i) the face to face interview between two people; (6 marks)
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3 The managers of Daylon plc are reviewing the company’s investment portfolio. About 15% of the portfolio is represented by a holding of 5,550,000 ordinary shares of Mondglobe plc. The managers are concerned about the effect on portfolio value if the price of Mondglobe’s shares should fall, and are considering selling the shares. Daylon’s investment bank has suggested that the risk of Mondglobe’s shares falling by more than 5% from their current value could be protected against by buying an over the counter option. The investment bank is prepared to sell an appropriate six month option to Daylon for ￡250,000.Other information:(i) The current market price of Mondglobe’s ordinary shares is 360 pence.(ii) The annual volatility (variance) of Mondglobe’s shares for the last year was 169%.(iii) The risk free rate is 4% per year.(iv) No dividend is expected to be paid by Mondglobe during the next six months.Required:(a) Evaluate whether or not the price at which the investment bank is willing to sell the option is a fair price.(10 marks)
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Roy Crawford has argued for a reduction in both the product range and customer base to improve companyperformance.(b) Assess the operational advantages and disadvantages to Bonar Paint of choosing such a strategy.(15 marks)
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Bonar Paint to date has had no formal strategic planning process.(d) What are the advantages and disadvantages of developing a formal mission statement to guide Bonar Paint’sfuture direction after the buyout? (10 marks)
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(c) Critically evaluate Vincent Viola’s view that corporate governance provisions should vary by country.(8 marks)
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2 Chen Products produces four manufactured products: Products 1, 2, 3 and 4. The company’s risk committee recentlymet to discuss how the company might respond to a number of problems that have arisen with Product 2. After anumber of incidents in which Product 2 had failed whilst being used by customers, Chen Products had been presentedwith compensation claims from customers injured and inconvenienced by the product failure. It was decided that therisk committee should meet to discuss the options.When the discussion of Product 2 began, committee chairman Anne Ricardo reminded her colleagues that, apart fromthe compensation claims, Product 2 was a highly profitable product.Chen’s risk management committee comprised four non-executive directors who each had different backgrounds andareas of expertise. None of them had direct experience of Chen’s industry or products. It was noted that it wascommon for them to disagree among themselves as to how risks should be managed and that in some situations,each member proposed a quite different strategy to manage a given risk. This was the case when they discussedwhich risk management strategy to adopt with regard to Product 2.Required:(a) Describe the typical roles of a risk management committee. (6 marks)
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(c) Risk committee members can be either executive or non-executive.Required:(i) Distinguish between executive and non-executive directors. (2 marks)
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(c) Define ‘market risk’ for Mr Allejandra and explain why Gluck and Goodman’s market risk exposure isincreased by failing to have an effective audit committee. (5 marks)
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(b) Briefly discuss how stakeholder groups (other than management and employees) may be rewarded for ‘good’performance. (4 marks)
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(ii) Briefly discuss THREE disadvantages of using EVA? in the measurement of financial performance.(3 marks)
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(ii) evaluates the relative performance of the four depots as indicated by the analysis in the summary tableprepared in (i); (5 marks)
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Note: requirement (a) includes 4 professional marks.A central feature of the performance measurement system at TSC is the widespread use of league tables that displayeach depot’s performance relative to one another.Required:(b) Evaluate the potential benefits and problems associated with the use of ‘league tables’ as a means ofmeasuring performance. (6 marks)
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(ii) State, giving reasons, the tax reliefs in relation to inheritance tax (IHT) and capital gains tax (CGT) whichwould be available to Alasdair if he acquires the warehouse and leases it to Gallus Co, rather than toan unconnected tenant. (4 marks)
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TQ Company, a listed company, recently went into administration (it had become insolvent and was being managed by a firm of insolvency practitioners). A group of shareholders expressed the belief that it was the chairman, Miss Heike Hoiku, who was primarily to blame. Although the company’s management had made a number of strategic errors that brought about the company failure, the shareholders blamed the chairman for failing to hold senior management to account. In particular, they were angry that Miss Hoiku had not challenged chief executive Rupert Smith who was regarded by some as arrogant and domineering. Some said that Miss Hoiku was scared of Mr Smith.Some shareholders wrote a letter to Miss Hoiku last year demanding that she hold Mr Smith to account for a number of previous strategic errors. They also asked her to explain why she had not warned of the strategic problems in her chairman’s statement in the annual report earlier in the year. In particular, they asked if she could remove Mr Smith from office for incompetence. Miss Hoiku replied saying that whilst she understood their concerns, it was difficult to remove a serving chief executive from office.Some of the shareholders believed that Mr Smith may have performed better in his role had his reward package been better designed in the first place. There was previously a remuneration committee at TQ but when two of its four non-executive members left the company, they were not replaced and so the committee effectively collapsed.Mr Smith was then able to propose his own remuneration package and Miss Hoiku did not feel able to refuse him.He massively increased the proportion of the package that was basic salary and also awarded himself a new and much more expensive company car. Some shareholders regarded the car as ‘excessively’ expensive. In addition, suspecting that the company’s performance might deteriorate this year, he exercised all of his share options last year and immediately sold all of his shares in TQ Company.It was noted that Mr Smith spent long periods of time travelling away on company business whilst less experienced directors struggled with implementing strategy at the company headquarters. This meant that operational procedures were often uncoordinated and this was one of the causes of the eventual strategic failure.(a) Miss Hoiku stated that it was difficult to remove a serving chief executive from office.Required:(i) Explain the ways in which a company director can leave the service of a board. (4 marks)(ii) Discuss Miss Hoiku’s statement that it is difficult to remove a serving chief executive from a board.(4 marks)(b) Assess, in the context of the case, the importance of the chairman’s statement to shareholders in TQCompany’s annual report. (5 marks)(c) Criticise the structure of the reward package that Mr Smith awarded himself. (4 marks)(d) Criticise Miss Hoiku’s performance as chairman of TQ Company. (8 marks)
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John Pentanol was appointed as risk manager at HZ Company a year ago and he decided that his first task was to examine the risks that faced the company. He concluded that the company faced three major risks, which he assessed by examining the impact that would occur if the risk were to materialise. He assessed Risk 1 as being of low potential impact as even if it materialised it would have little effect on the company’s strategy. Risk 2 was assessed as being of medium potential impact whilst a third risk, Risk 3, was assessed as being of very high potential impact.When John realised the potential impact of Risk 3 materialising, he issued urgent advice to the board to withdraw from the activity that gave rise to Risk 3 being incurred. In the advice he said that the impact of Risk 3 was potentially enormous and it would be irresponsible for HZ to continue to bear that risk.The company commercial director, Jane Xylene, said that John Pentanol and his job at HZ were unnecessary and that risk management was ‘very expensive for the benefits achieved’. She said that all risk managers do is to tell people what can’t be done and that they are pessimists by nature. She said she wanted to see entrepreneurial risk takers in HZ and not risk managers who, she believed, tended to discourage enterprise.John replied that it was his job to eliminate all of the highest risks at HZ Company. He said that all risk was bad and needed to be eliminated if possible. If it couldn’t be eliminated, he said that it should be minimised.(a) The risk manager has an important role to play in an organisation’s risk management.Required:(i) Describe the roles of a risk manager. (4 marks)(ii) Assess John Pentanol’s understanding of his role. (4 marks)(b) With reference to a risk assessment framework as appropriate, criticise John’s advice that HZ shouldwithdraw from the activity that incurs Risk 3. (6 marks)(c) Jane Xylene expressed a particular view about the value of risk management in HZ Company. She also said that she wanted to see ‘entrepreneurial risk takers’.Required:(i) Define ‘entrepreneurial risk’ and explain why it is important to accept entrepreneurial risk in businessorganisations; (4 marks)(ii) Critically evaluate Jane Xylene’s view of risk management. (7 marks)
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one of the disadvantages of traditional pedagogy is ___.
A、language is used to perform. certain communicative functionsB、learners are not able to make sentencesC、it focuses on form. rather than on functionsD、learners are not able to do translation
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JJG Co is planning to raise $15 million of new finance for a major expansion of existing business and is considering a rights issue, a placing or an issue of bonds. The corporate objectives of JJG Co, as stated in its Annual Report, are to maximise the wealth of its shareholders and to achieve continuous growth in earnings per share. Recent financial information on JJG Co is as follows:Required:(a) Evaluate the financial performance of JJG Co, and analyse and discuss the extent to which the company has achieved its stated corporate objectives of:(i) maximising the wealth of its shareholders;(ii) achieving continuous growth in earnings per share.Note: up to 7 marks are available for financial analysis.(12 marks)(b) If the new finance is raised via a rights issue at $7·50 per share and the major expansion of business hasnot yet begun, calculate and comment on the effect of the rights issue on:(i) the share price of JJG Co;(ii) the earnings per share of the company; and(iii) the debt/equity ratio. (6 marks)(c) Analyse and discuss the relative merits of a rights issue, a placing and an issue of bonds as ways of raising the finance for the expansion. (7 marks)
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问答题◆Topic 5: Buildings: Good to Use or Good to Look? Questions for Reference: 1. Is there any building impressed you? Describe it. 2. What are the advantages/disadvantages of buildings designed as works of art? 3. Recently, more and more people believe that a building should serve its purpose rather than looking beautiful. What’s your view?
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