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What characteristics define information quality?
Appropriate content
Timely presentation
Current (most recent)
Accuracy
Accessibility
Appropriate content
Timely presentation
Current (most recent)
Accuracy
Accessibility
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What dimensions or categories of business operation are frequently identified by the balance scorecard?
Finance
Internal Business Processes
Customer Satisfaction
Advancement of Human Resource Innovation
Finance
Internal Business Processes
Customer Satisfaction
Advancement of Human Resource Innovation
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AccuracyRoyal wrote:What characteristics define information quality?
The other are opinion.
"I don't like the info or cannot access it so it is not good quality". Oh yeah. But then this is for business - so only how it looks and bottom line matter.
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FinanceRoyal wrote:What dimensions or categories of business operation are frequently identified by the balance scorecard?
It is perhaps the best known of several such frameworks (it is the most widely adopted performance management framework reported in the annual survey of management tools undertaken by Bain & Company, and has been widely adopted in English-speaking western countries and Scandinavia in the early 1990s
What happens when something gets associated with Bain & Company:You lose your ass while they get rich and buy political positions.
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HA! caught that too. I read something about Bain & Co in the Balanced Sorecard wiki entry and said "wait a second..."Pigeon wrote:FinanceRoyal wrote:What dimensions or categories of business operation are frequently identified by the balance scorecard?
It is perhaps the best known of several such frameworks (it is the most widely adopted performance management framework reported in the annual survey of management tools undertaken by Bain & Company, and has been widely adopted in English-speaking western countries and Scandinavia in the early 1990sWhat happens when something gets associated with Bain & Company:
You lose your ass while they get rich and buy political positions.
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Define: Risk Appetite
The willingness of a company to assume risk. Often portrayed on a risk map as the tradeoff between the likelihood if unfavorable events and the degree to which those events will impact achievement of goals.
The willingness of a company to assume risk. Often portrayed on a risk map as the tradeoff between the likelihood if unfavorable events and the degree to which those events will impact achievement of goals.
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Identify the manufacturing overhead variances
One-way
Actual OH - Applied OH
Two-Way
Budget (Controllable) Variances = Actual OH - [Budgeted FOH + (Std DLH x Std VOH rate)]
Volume (Noncontrollable) Variances = [Budgeted FOH + (Std DLH x Std VOH rate)] -Applied OH
Three-Way
Spending Vairance = Acutal OH - [Budgeted FOH + (Actual DLH x Std VOH rate)]
Efficiency variance = [Budgeted FOH + (Actual DLH x Std VOH rate)] - [Budgeted FOH + (Std DLH x Std VOH rate)]
Volume Variance = [Budgeted FOH + (Std DLH x Std VOH Rate)] - Applied OH
Applied OH = Applied OH (Standard rate x allowable hours or other input)
One-way
Actual OH - Applied OH
Two-Way
Budget (Controllable) Variances = Actual OH - [Budgeted FOH + (Std DLH x Std VOH rate)]
Volume (Noncontrollable) Variances = [Budgeted FOH + (Std DLH x Std VOH rate)] -Applied OH
Three-Way
Spending Vairance = Acutal OH - [Budgeted FOH + (Actual DLH x Std VOH rate)]
Efficiency variance = [Budgeted FOH + (Actual DLH x Std VOH rate)] - [Budgeted FOH + (Std DLH x Std VOH rate)]
Volume Variance = [Budgeted FOH + (Std DLH x Std VOH Rate)] - Applied OH
Applied OH = Applied OH (Standard rate x allowable hours or other input)
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Two types of events within the context of enterprise risk management:
Positive Events (Oppurtunities)
Negative Events (Representing risks)
![Confused :?](./images/smilies/icon_e_confused.gif)
Positive Events (Oppurtunities)
Negative Events (Representing risks)
![Confused :?](./images/smilies/icon_e_confused.gif)
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List and Define the Types of Responsibility Segments that are used to establish business performance measures
Cost SBU Managers are held responsible for controlling costs
Revenue SBU Managers are held responsible for generating revenues
Profit SBU Managers are held responsible for producing target profit
Investment SBU Managers are held responsible for return on investment
Cost SBU Managers are held responsible for controlling costs
Revenue SBU Managers are held responsible for generating revenues
Profit SBU Managers are held responsible for producing target profit
Investment SBU Managers are held responsible for return on investment