Jack and Jill arrived early for a meeting with a company’s Chief Security Officer (CSO). They were asked to wait in the meeting room of the company. While waiting, Jack saw the whiteboard has several company strategies. Jill found the minute of meeting document on the table near her seat, in the meeting room. a) What are TWO (2) human (company’s staff) mistakes as Security Weaknesses in the above situation? b) Give THREE (3) possible security threats that can happen in this situation?
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Q2. Jack and Jill arrived early for a meeting with a company’s Chief Security Officer (CSO). They were asked to wait in the meeting room of the company. While waiting, Jack saw the whiteboard has several company strategies. Jill found the minute of meeting document on the table near her seat, in the meeting room.
a) What are TWO (2) human (company’s staff) mistakes as Security Weaknesses in the above situation?
b) Give THREE (3) possible security threats that can happen in this situation?
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- 1. How does a feasibility report differ from a justification report. 2. What is problem factoring.Subject: HI6026 AUDIT, ASSURANCE AND COMPLIANCEQuestion: Explain the definition of the audit expectation gap? Then, discuss some approaches to reducing the expectation gap.objectively report on the considered use of Balanced Scorecards on their projects for a well-established, fictitious, medium-sized Tier 1 supplier for Ford Motor Corporation who has recently established a Project Management Office and should include A. Concerns/Issues from a business and project management perspective – what problems might occur if this supplier to Ford Motor Company implements Balanced Scorecards on all of their projects? B. Your recommendation for the supplier – should they implement Balanced Scorecards? Why or why not?
- Rubatex Corporation manufactures rubber and foam for a variety of products, including artificial turf housing and insulation, hockey helmet liners, scuba diving suits, sports sandals and mouse pads. The company was purchased by an investment firm called American industrial partners (AIP) that has so far earned only a 1 percent return on its investment. Obviously the company is having problems. Its sales are up but earnings are down. In the first three months after acquisition, the company lost $2 million on $68 million in sales. Understandably, AIP wants to know why and is demanding aggressive action. Employees at the Bedford, Virginia, plant say they know something’s wrong. The plant is hot and dirty and crumbling, and they are working harder to produce items of poorer quality. Fewer than 7 of 10 orders are shipped on time, and 2% of sales are returned as defective. Built in 1924, the plant sprawls over 14 buildings, with only the offices and lunchroom air-conditioned. Equipment is…Q1:A/ The Office Supplies Company offers two types of pens, the first type has high specifications, while the second type has normal specifications. The expected profit from selling each unit of the first type is half a dollar, and from selling each unit of the second type is a quarter of a dollar. The time taken to manufacture the first type is twice the time taken to manufacture the second type for the purpose of producing no more than 1,000 pens of both types per week. The company can produce at most 400 units of the first type per week, and it can produce no more than 700 units of the second type per week. Note that the company can produce each of them separately. Required: Create the linear programming model to find the optimal production mix so that the company achieves the maximum possible profit.SCENARIO 2: Misleading for Good Purpose Vince is the inspector in charge of their local police station. The police station building is in direct need of repairs, but hasn’t received any grants from the government for years. One day, a typhoon hits a nearby area that damages most of the houses and shops. Although Vince’s police station gets partially damaged, most of the structure remains intact. Due to the incident, the government will send a disaster assessment team to ascertain the level of damage and will provide relief money for the affected areas. The Deputy Superintendent Mr. Simon, orders Vince and says: “Hire some laborers and destroy the remaining structure of the police station building. When the disaster assessment team comes, tell them that the building collapsed because of the typhoon, and ask them to give priority in funding the rehabilitation of our police station. After all, it is one of the most important public offices in town.” Vince wants to do the right thing and…
- Q1: a. You are a business owner, and you use More-for-More positioning. What is your business? How do you implement More-for-More positioning? (I need practical example; not theoretical definitions) b. You are a business owner, and you use More-for-Less positioning. What is your business? How do you implement More-for-Less positioning? Is it sustainable in the long run? Why or why not? Q2: You are a car manufacturer owner. Give your car a special brand name. Plot a Positioning Map to show the position of your car, relative to Volvo, Mercedes, BMW, Toyota, Nissan, and Hyundai, on two dimensions: the vertical dimension is for price and the horizontal dimension is for safety. Don’t forget to depict the market share size of your brand and the other brands on the map.10. CASE SYNOPSIS As 2019 ended, the founder and chief executive officer (CEO) of this Cosmetic Company had overseen phenomenal growth during the firm's five years of operation. However, the company was about to encounter a series of issues as a result of the global COVID-19 pandemic that resulted in lockdowns, stay-at-home orders, and closures of non-essential businesses around the world. This company, likemany other companies, suffered a severe decline in revenue. How could this company overcome the uncertainty and challenges that accompanied the pandemic? Construct Strategically sound decision during a crisis that involves severe resource constraints.10. CASE SYNOPSIS As 2019 ended, the founder and chief executive officer (CEO) of this Cosmetic Company had overseen phenomenal growth during the firm's five years of operation. However, the company was about to encounter a series of issues as a result of the global COVID-19 pandemic that resulted in lockdowns, stay-at-home orders, and closures of non-essential businesses around the world. This company, likemany other companies, suffered a severe decline in revenue. How could this company overcome the uncertainty and challenges that accompanied the pandemic? Respond quickly to environmental changes to promote long term resilience and growth