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Kamila [148]
3 years ago
8

Seamus O’Malley is rightfully worried about governance (i.e., making sure that the enterprise architectural standards are adopte

d by all BUs). Both he and Jane are wary of forced compliance because such measures lead to "architecture police." What governance procedures could they put in place that would win "hearts and minds"; that is, BU architects would comply with the enterprise architecture standards because they believe in them—not because they are forced to comply with them?
Business
1 answer:
Black_prince [1.1K]3 years ago
7 0

Answer:

For best administration rehearses one can follow these:  

1) Build a solid, qualified directorate and assess execution: Boards should be contained executives who are learned and have inclination applicable to the business and are qualified and prepared and have solid ethics and trustworthiness, contrasting foundations and scopes of capacities, and sufficient time to concentrate on their commitments. How might you fabricate – and keep – such a Board?  

  • Perceive holes in the current boss enhancement and the perfect characteristics and qualities, and keep an "ever-green" overview of reasonable possibility to fill Board opportunities.  
  • Most of chiefs should be self-sufficient: not a person from the board and with no prompt or underhanded material relationship that could interfere with their judgment.  
  • Develop a drew in Board where chiefs pose inquiries and challenge the executives and don't just "versatile stamp" the board's suggestions.  
  • Teach them. Give new executives a direction to acquaint them with the business, their commitments and the Board's desires; spare time in Board social events for on-going training about the business and administration matters.  
  • Routinely overview Board commands to survey whether Directors are fulfilling their commitments, and embrace important assessments of their exhibition.  

2) Define jobs and obligations: Set up away from of duty among the Board, Chair, CEO, Executive Officers and the board:  

  • Make created orders for the Board and each warning gathering setting out their commitments and accountabilities.  
  • Operator certain duties to a sub-social affair of boss. Typical committees include: survey, appointing, compensation and corporate organization sheets of trustees and "extraordinary boards" molded to evaluate proposed trades or openings.  
  • Make formed position depictions for the Board Chair, Board warning gatherings, the CEO and authority authorities.  
  • Separate the jobs of the Board Chair and the CEO: the Chair drives the Board and promises it's acting in the association's long stretch inevitable advantages; the CEO drives the board, makes and executes the business framework and reports to the Board.  

3)Emphasize trustworthiness and moral managing: Not solely should administrators articulate hopeless circumstances and keep away from settling on issues in which they have an interest, be that as it may, a general culture of honesty in business managing and of respect and consistency with laws and courses of action unafraid of recrimination is essential. To make and build up this culture:  

  • Get a beyond reconciliation circumstance approach, a code of business lead setting out the association's requirements and strategy to report and oversee opposition, and a Whistle-blower game plan.  
  • Make someone obligated for oversight and the leading group of these game plans and strategy.  

4) Evaluate execution and settle on principled remuneration choices. The Board should:  

  • Set boss' charges that will attract sensible up-and-comers, in any case, won't show up of conflict in an official's opportunity or arrival of her commitments.  
  • Develop quantifiable execution centers for legitimate authorities (checking the CEO), routinely overview and assess their presentation against them and tie remuneration to execution.  
  • Develop a Compensation Committee contained self-governing boss to make and direct authority pay plans (checking esteem based ones like speculation opportunity plans).  

5) Engage in powerful hazard the executives: Organizations should reliably perceive and assess the dangers they face, including monetary, operational, reputation, biological, industry-related, and genuine dangers:  

  • The Board is obligated for the imperative activity in setting up the association's hazard strength and building up a framework and clear accountabilities for overseeing hazard. It should routinely review the sufficiency of the structures and controls the executives sets up to recognize, assess, ease and screen chance and the ampleness of its revealing.  
  • Boss are careful to appreciate the present and rising short and long stretch dangers the association faces and the show recommendations. They should challenge the executives' assumptions and the adequacy of the association's hazard the executives methodology and techniques.
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Your boss has purchased a new laptop for business use and has asked you to make sure the data he plans to store on the laptop is
wlad13 [49]

Answer:

A. Use BitLocker Encryption with the TPM chip

B. Secure Boot option

Explanation:

Trusted Platform Module or TPM chip is a tool used to produce reliable and unusual cryptographic codes and save them in an encrypted form to be utilized to validate hardware accessories. The cryptographic systems are encrypted and can be decrypted only by the TPM chip, which designed and encrypted them. <em>BitLocker</em> software uses a TPM chip to control the encryption of the computer data. Since the key saved in the TPM is distinctive, the BitLocker software can quickly verify the encrypted TPM and do not pass the decryption to another computer.

The method of Secure Boot is where the Operating System boot pictures and code are verified against the hardware before they are authorized to be used in the actual boot process.

If my boss uses both the encryption and secure boot, the data will become secure.

4 0
3 years ago
Starset, Inc., has a target debt-equity ratio of 1.15. Its WACC is 8.6 percent, and the tax rate is 21 percent.
aev [14]

Answer:

a. 4.94%

b. 11.48%

Explanation:

Here in this question, we are interested in calculating the pretax cost of debt and cost of equity.

We proceed as follows;

a. From the question;

The debt equity ratio = 1.15

since Equity = 1 ; Then

Total debt + Total equity = 1 + 1.15 = 2.15

Mathematically ;

WACC = Cost of equity x Weight of equity + Pretax Cost of debt x Weight of debt x (1-Tax rate)

Where WACC = 8.6%

Cost of equity = 14%

Weight of equity = 1/(total debt + total equity) = 1/(1+1.15) = 1/2.15

Pretax cost of debt = ?

Weight of debt = debt equity ratio/total cost of debt = 1.15/2.15

Tax rate = 21% = 0.21

Substituting these values, we have;

8.6% = 14% x 1/2.15 + Pretax cost of debt x 1.15/2.15 x (1-21%)

8.6% = 14% x 1/2.15 + Pretax cost of debt x 1.15/2.15 x (1-21%)

Pretax cost debt = (8.6%-6.511628%)/(1.15/2.15 x (1-21%))

Pretax cost of debt = 4.94%

b. WACC = Cost of equity x Weight of equity + After tax Cost of debt x Weight of debt

8.6% = Cost of equity x 1/2.15 + 6.1% x 1.15/2.15

Cost of equity = (8.6%-3.26279%)/(1/2.15)

Cost of equity = 11.48%

6 0
3 years ago
Question 3
Anna007 [38]
The answer is false....
7 0
3 years ago
Read 2 more answers
Rachael’s Restaurant, a fast-food restaurant company, operates a chain of restaurants across the nation. Each restaurant employs
netineya [11]

Answer:

a. Advertising costs relative to the number of customers for a particular restaurant.   [Fixed]

b. Rental costs relative to the number of restaurants.  [Variable]

c. Cooks salaries at a particular location relative to the number of customers.          [Fixed]

d. Cost of supplies (cups, plates, spoons, etc.) relative to the number of customers.  [Variable]

e. Manager's compensation relative to the number of customers.  [Mixed]

f. Servers' salaries relative to the number of restaurants.  [Variable]

Explanation:

8 0
3 years ago
Opportunity recognition is the process of identifying, ________, and developing new venture opportunities.
brilliants [131]

Answer:

Selecting

Explanation:

The answer has been added into the question in this paragraph. It is in bold letters. Opportunity recognition is the process of identifying, <u>selecting</u>, and developing new venture opportunities.

when we talk about opportunity recognition we are talking about the ability to perceive new ideas, opportunities for a business or venture. as well as also being on the lookout for ways to improve. a person could just come up with new money making venture, or he could come up with ways to improve an existing venture.

3 0
3 years ago
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