Chapter 18- Managing Risk in the casebook - Robert D- Austin- Richard.docx

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Chapter 18: Managing Risk in the casebook - Robert D. Austin, Richard L. Nolan, Shannon O'Donnell (2016), The Adventures of An IT Leader In managing risks associated with IT what would you consider to be most important? Why? How should IVK determine which risks are worth taking and which should be mitigated? What suggestions would you have for IVK about dealing with IT-related business risk in the future? .

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Cell Worksheet; and shere tor futvre whe Hins. thb cell evild be found in the fath ef ves hands. under pour uhim or over your puteut muscles kevp in mind what you have learned about the moperties at apth and lindine how thede types of melecules ceguld be safely stared in the aquepus eovinonmen of the cett. 2. Your cell's primary functione controttion and mowe ment Wint this cell could be found in your quadriceps pr wer berpu irmp itmind that thas conl will be Itint. This cell is found in the prinary or ean that prodeces if coitiot ennenes in yoge body. 4. Your ceifis primary functions delivery ef ewyben to at crilis in the becty and have a sieface area that supports ellicipnt erveces traester. .

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CEO Bernard Ellis sent a memo to shareholders of his Internet-related services business some four days before the expiration of a lock-up period during which these shareholders had agreed not to sell their stock. In the memo, he urged shareholders not to sell their stock on the release date because in the event of a massive sell-off "our stock could plummet." He also stated "I think our share price will start to stabilize and then rise as our company's strong performance continues. "Based on Ellis' "strong performance" statement, a major corporate shareholder did not sell. The price of the stock fell from $40 a share to 29 cents a share over the subsequent nine-month period. The shareholder sued Ellis for fraud, seeking $27 million in damages. Analyze the italicized statement to see if it contains an actionable misrepresentation of fact and a basis of fraud liability. [New Century Communications v. Ellis, 318 F.3d 1023 (11th Cir.)] .

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Cell Phone Survey Construct Pivot Tables showing the counts of gender versus carrier and type versus usage in the accompanying cell phone survey data. What could be concluded from this analysis? Click the icon to view the cell phone survey data. Construct Pivot Tables showing the counts of gender versus carrier in the cell phone survey data. (Type whole numbers.) What could be concluded from this analysis? A. T-Mobile is the most preferred. B. Sprint is the most preferred. C. Verizon is the most preferred. D. AT\&T is the most preferred. .

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Case Study: Box 1.1: Taking big decisions at Nokia Stephen Elop, who joined Nokia as President and CEO in September 2010 from the senior staff of Microsoft is faced with a significant amount of uncertainty and ambiguity in determining the future strategy of the company. With a rapidly declining market share in developed markets (where Google's Android and Apples iPhone have heralded the invasion of Smartphones) and a weakening competitive position in emerging markets (such as India), the decisions he is taking are significant for the survival of the organisation. In February 2011, he issued his famous "burning platform" memo and canvassed 3 questions to all Nokia employees: The 'burning memo' document presented a clear and simple analogy for Nokia employees. Wr. Elop subsequently announced a strategic decision to create a joint venture with Microsoft and adopt their Windows operating system to power their new smartphones. It offers both leveraged branding for Microsoft and Nokia in both developed and emerging markets tactically but moreover still requires Nokia to make the operational decision of maintaining their support for their in-house Symbian and Meego platforms, to finance the transition of the company. A large challenge given the extensive history of organic and in-house technological development and the corporate culture this has developed. Consider these questions for discussion and further research: .

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Case Indonesia: Attracting Foreign Investment Indonesia is one of the largest and most populous countries in Southeast Asia, with a growing economy and a large consumer market. The Indonesian government has been actively seeking to attract foreign investment as a way to boost economic growth and create jobs. To attract foreign investment, Indonesia has implemented a number of measures to improve its business climate. These include simplifying the process for obtaining business licenses, reducing bureaucratic red tape, and improving infrastructure such as roads, ports, and airports. Indonesia also offers various incentives for foreign investors, such as tax holidays and investment allowances. In addition, the government has set up special economic zones and industrial parks to attract foreign companies in specific sectors such as manufacturing, tourism, and technology. Despite these efforts, Indonesia faces some challenges in attracting foreign investment. One of the main challenges is the country's complex regulatory environment and legal system, which can be difficult for foreign investors to navigate. In addition, infrastructure development is still a work in progress in many areas, which can be a barrier for some investors. Overall, Indonesia has made progress in attracting foreign investment in recent years, but there is still room for improvement. The government will need to continue its efforts to streamline regulations, improve infrastructure, and offer attractive incentives in order to compete with other countries in the region for foreign investment. As an investment analyst working for a global management consulting company (like McKinsey & Co.). The team is tasked to prepare a business proposal for a client who is considering investing in Indonesia (assume 2005-2006). Since the company has a handful of competent analysts, the CEO has decided that only the most realistic and logically sound proposal would be submitted to the client for investment consideration. Questions: Information from the case Indonesia: 'Attracting Foreign Investment' should the team Invest in Indonesia? What business they can do? And what kind of business structure? (Relocation of the home country company or Setting up a joint venture or Capital investment into Indonesian companies). Give relevant and broad answer. .

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Case study 1: Maryanne Maryanne lived in Montreal. Her career goal was to become a horticulturalist. She had successfully passed a college course and completed an apprenticeship as a gardener with the city's Botanical Gardens. When a suitable opening came up to work as a horticulturalist with the city, she immediately sent in her application. Maryanne was fully qualified for the position and was invited for an interview. She successfully passed the interview. However, she also had to undergo a physical check-up to confirm her suitability for the job. This checkup indicated she had a slight curvature of the spine called scoliosis. Maryanne was surprised to learn this, as she had never experienced any symptoms from this relatively common condition. In fact, she had never experienced any pain, nor had she suffered any limitation on her because of her condition. A later evaluation showed that Maryanne was able to perform all the duties of a gardener-horticulturalist in complete safety to herself and others, and that there was no need to limit her duties. When it became aware of Maryanne's condition, the city decided to hire another candidate who it thought would be less of a risk for back problems and therefore unlikely to incur increased health care costs later on. The city rationalized its decision saying that it had the right and even the responsibility to employ individuals who would pose the least potential cost to taxpayers. Believing the city had rejected her application because of a handicap, Maryanne made a complaint to the Human Rights Tribunal. Maryanne alleged that the city acted in a discriminatory way that deprived her of unemployment insurance benefits, caused her a high level of stress and deeply humiliated her. The city responded that because Maryanne had no functional limitations, it could not be said that she had a disability under Quebec's Charter of Human Rights and Freedoms. Group discussion questions 1. Why do you think that the city should or should not have hired Maryanne? 2. If it is possible that Maryanne will develop back problems, do you think that the city did the right thing by not hiring her? 3. Do you think society's view towards persons with disabilities has a positive or negative impact on the barriers they face? .

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Case analysis - Chapter 14 Apple case Please read and answer three Case Questions in the textbook Chapter 14, p. 493. 14.1 What are the challenges for employees when one leader takes over for another, and each has a very different leadership style? 14.2 Do you think Apple's reliance on China for manufacturing is problematic? How much responsibility should Tim Cook bear for this, and what should his role be going forward? 14.3 Does Cook fit your perception of what a "transformational leader" is supposed to be? .

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