LO 5: UNDERSTAND THE CONTROL AND MANAGEMENT OF OPERATIONAL AND FINANCIAL RISK IN A BUSINESS ASSESSMENT

Financial Risk Manager [FRM] Assignment Answers

Question 5: Answer the following questions.
a] In your chosen organization, explain what are the different types of businesses and financial risks faced by it in the conduct of normal business operations and the decisions involved in it?
b] What is meant by internal risk environment in an organization? Analyze the given situation below and provide your opinion as to what led to the failure of the said institution.

Case Study 1: Washington Mutual

  • 2004 :Embarked upon a lending strategy to pursue higher profits by emphasizing high risk loans
  • 2006 :High risk loans began incurring high rates of delinquency and default,
  • 2007 :Mortgage backed securities began incurring ratings downgrades and began incurring losses due to a portfolio that contained poor quality and questionable customers. (Source: Wall Street and the Financial Crisis: Anatomy of a financial collapse began incurring losses due to a portfolio that contained poor quality and fraudulent loans and securities. Its stock price dropped as shareholders lost confidence and depositors began withdrawing funds, eventually causing a liquidity crisis at the bank)
  • 2008: Seized by its regulator, the Office of Thrift Supervision (OTS) Placed in receivership with the Federal Deposit Insurance Corporation (FDIC) Sold to JPMorgan Chase for $1.9 billion.

Case Study 2 – Barings Bank

On February 26, 1995, Barings Bank (Barings) – the United Kingdom’s (UK) oldest and one of its most reputed banks – declared it was bankrupt. The bank with a total net worth of $900 mn had suffered losses in excess of $1 bn.
These losses were result of the gross mismanagement of the bank’s derivatives trading operations by Nicholas William Leeson (Leeson), the General Manager of Barings Future in Singapore (BFS).
BFS had been established to look after the bank’s Singapore International Monetary Exchange (SIMEX) trading operations. Leeson’s job was to make arbitrage profits by taking the advantage of price differences of similar contracts on the SIMEX (Singapore) and Osaka stock exchanges.      In spite of not having the authority, he traded in options and maintained un-hedged   position.   He acted beyond the scope of his job and was able to conceal his   unauthorized derivatives trading activities.
Due to the senior management’s carelessness and lack of knowledge of derivatives trading, the bank landed up in a major financial mess.
When Barings finally went into receivership on February 27, 1995, it had an outstanding notional futures position on Japanese equities and bonds of US$ 27 bn (US$ 7 bn on Nikkei 225 equity contracts and US$ 20 bn on Japanese government bond (JGB) and Euro yen contracts).
Analysts said that the situation demanded that banks the world over must tighten their internal control procedures.
c] Based on the above case study explain in your opinion the risk management instruments that could have been applied for avoiding a financial risk situation.
 [Total-30 marks]
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BUSINESS MANAGEMENT 3B (THE FOUR LAYERS MODEL)

Question 1
Diversity is the dissimilarities, differences, among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background and capabilities/disabilities (Jones & George, 2003:115)
The four layers of diversity model created by Gardenswartz and Rowe has influenced and broadened the conversation about diversity. It sets the tone for inclusion by reflecting each person’s reality in the organization.

 
The Four Layers Model

  1. Personality: At the core of diversity is personality, which is the set of stable characteristics responsible for a person’s identity (Kreitner & Kinicki, 2001:37). This includes an individual’s likes and dislikes, values, and beliefs. Personality is shaped early in life and is both influenced by, and influences, the other three layers throughout one’s lifetime and career choices
  2. Internal dimensions: These include aspects of diversity over which we have no control (though “physical ability” can change over time due to choices we make to be active or not, or in cases of illness or accidents). They are also referred to as primary dimensions of diversity. This dimension is the layer in which many divisions between and among people exist and which forms the core ofmany diversity efforts. These dimensions include the first things we see in other people, such as race, gender, age, sexual orientation, ethnicity and physical ability and on which we make many assumptions and base judgments.
    1. External dimensions: External dimensions of diversity include geographic location, income, personal habits, recreational habits, religion, education background, work experience, parental status and marital status (Kreitner & Kinicki, 2001:38). These include aspects of our lives which we have some control over, which might change over time, and which usually form the basis for decisions on careers and work styles. This layer often determines, in part, with whom we develop friendships and what we do for work. This layer also tells us much about whom we like to be with.
    2. Organizational dimensions: This layer concerns the aspects of culture found in a work setting such as seniority, job title, functional level, management, union affiliation, and work field. While much attention of diversity efforts is focused on the internal dimensions, issues of preferential treatment and opportunities for development or promotion are impacted by the aspects of this layer.
    • Jones, G.R. & George, J.M, 2003, Contemporary Management, 3rd Edition, Boston, McGraw Hill
    • Kreintner, R. & Kinicki, A., 2001, Organisational Behaviour, 5th Edition, New York, McGraw Hill Irwin
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ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT (ESBM) ASSIGNMENT ANSWERS

Assignment Brief
Word: 2000- 2500
Course: HND Business
Referencing Style: Harvard
Font: Times New Roman
Deadline: As Per Required
 
Task 1
LO 1: Explore and illustrate the range of venture types that might be considered entrepreneurial.
LO2: Assess the impact of SME businesses on the UK economy.
 
Vocational Scenario
You currently work for a consultancy firm that provides advice and market intelligence to small businesses and entrepreneurs. As a part of promoting the concept of small businesses and entrepreneurship, you have been tasked to prepare a report covering the following:

  • (1) Carefully examine the various types of entrepreneurial ventures and explain how they relate to the typology of entrepreneurship.
  • (2) Explore the key similarities and differences between the different types of entrepreneurial ventures discussed in (1) Also, investigate a diverse range of entrepreneurial ventures to demonstrate an understanding of entrepreneurship in both the public and corporate sector. In addition, critically examine the scope, development and growth of the different entrepreneurial ventures you have discussed
  • (3) Using the information from government databases, collect, Interpret and assess relevant data and statistics to illustrate how micro and small businesses impact on the economy. Also, evaluate the key impact that small, medium and large businesses make to the economy
  • (4) Explain the significance of small businesses and business start-ups to the growth of the social economy. Additionally, critically examine how small businesses have an impact on different levels of the economy (i.e. local, regional, national) and in an international context.

Task 2
LO3 Determine and assess the key aspects of an entrepreneurial mindset
Vocational Scenario
Continuing from Assignment 1, in your role at the consultancy firm you have been asked by the CEO to work with your colleagues to present on the topic ‘The Mindset of the Entrepreneur at the annual Business Start-up Show in London. You need to write a report that addresses the following requirements.
Requirements:

  • (5) Determine the key characteristic traits and skills of successful entrepreneurs that differentiate them from other business managers. Also, explore and examine the different lines of argument in the literature relating to entrepreneurial characteristics.
  • (6) Assess how aspects of the entrepreneurial personality reflect entrepreneurial motivation and mindset. In addition, analyse the characteristic traits, skills and motivational drivers of successful entrepreneurs, supported by specific examples of your choice.

Task 3
LO4 Examine the different environments that foster or hinder entrepreneurship
You need to write a report and produce power point slides to be presented in class, which address the following requirement.
The submission is in the form of a PowerPoint presentation slides and report. The presentation slides and speaker notes should be submitted as one copy. You are required to make effective use of PowerPoint headings, paragraphs and subsections as appropriate. Your research should be referenced using the Harvard referencing system. Please also provide a bibliography using the Harvard referencing system. The recommended word limit is 500 words +/- 10%, including speaker notes, although you will not be penalised for exceeding the total word limit.
Requirements:

  • (7) Examine, using relevant examples, how background and experience can hinder or foster entrepreneurship. You may need to also consider analyzing the link between entrepreneurial characteristics and the influence of personal background and experience to specific successful entrepreneurs. Finally, critically evaluate how background and experience influences entrepreneurs, both positively and negatively, by comparing and contrasting examples.
Pass Merit Distinction
LO1 Explore and illustrate the range of venture types that might be considered entrepreneurial
P1 Examine different types of entrepreneurial ventures and explain how they relate to the typology of entrepreneurship.P2 Explore the similarities and differences between entrepreneurial ventures. M1 Investigate a diverse range of entrepreneurial ventures to demonstrate an understanding of entrepreneurship in both the public and corporate sector. D1 Critically examine the scope, development and growth of entrepreneurial ventures.
LO2 Assess the impact of small businesses on the economy
P3 Interpret and assess relevant data and statistics to illustrate how micro and small businesses impact on the economy.P4 Explain the importance of small businesses and business start-ups to the growth of the social economy. M2 Evaluate the differences small, medium and large businesses make to the economy, applying relevant data and statistics. D2 Critically examine how small businesses have an impact on different levels of the economy (local, regional, national) and in an international context.
LO3 Determine and assess the key aspects of an entrepreneurial mindset
P5 Determine the characteristic traits and skills of successful entrepreneurs that differentiate them from other business managers.P6 Assess how aspects of the entrepreneurial personality reflect entrepreneurial motivation and mindset. M3 Explore and examine different lines of argument relating to entrepreneurial characteristics. D3 Analyse the characteristic traits, skills and motivational drivers of successful entrepreneurs, supported by specific examples.
LO4 Examine the different environments that foster or hinder entrepreneurship
P7 Examine, using relevant examples, how background and experience can hinder or foster entrepreneurship. M4 Analyse the link between entrepreneurial characteristics and the influence of personal background and experience to specific successful entrepreneurs. D4 Critically evaluate how background and experience influences entrepreneurs, both positively and negatively, by comparing and contrasting examples.

 
Appendix A: Plagiarism and Collusion:
Any act of plagiarism and collusion will be seriously dealt with according to the regulations. In this context the definition and scope of plagiarism are presented below:
“Using the work of others without acknowledging source of information or inspiration, although you may paraphrase, the result is still plagiarism” (Cortell, 2003). Please ensure you apply in-text referencing within your assignment to support all information extracted from any published work.
Collusion is when two or more people combine to produce a piece of work for an assessment that is passed off as the work of one alone. For example, one student has copied the work of another, or where a joint effort has taken place in producing what should have been an individual effort.
 
Appendix B: Harvard Referencing System (HRS):
Any information that is not of your own needs to be referenced, plagiarizing from someone else’s work can be unintentional if you are unaware of the rules of acknowledging and referencing direct quotations.
The Harvard system requires you to acknowledge certain information that is mainly the surname and the year of publication within the text, for example:
According to Bell (1999) – as you write up your assignment you will use a citation to indicate in your text the source of information provided.
The authors and publication information cited within the main body of your work must be listed in the reference list (This will be at the end of your assignment) for example:

 
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APPLE PAY: MARKETING CASE STUDY ANALYSIS QUESTIONS

Apple Pay: Marketing Case Study Analysis on Apple Pay

On September 9, 2014, in front of a packed audience in Cupertino, CA, Tim Cook, the chief executive officer of Apple, announced the much anticipated launch of Apple Pay, “Our vision is to replace this [wallet] and we are going to start with payments.”1 He continued, “Payments are a huge business. Every day between credit and debit, we spend $12 billion in the U.S., and this business is comprised of over 200 million transactions a day.”2 Cook then invited Eddy Cue, Apple’s senior vice president of Internet Software and Services, to the stage to explain how Apple Pay would transform the mobile payments industry.
“Over $1 billion a day is spent on online purchasing,” said Cue. “That’s five million daily transactions just in the U.S. alone, and the process is really cumbersome. You’ve got these long forms to fill out for each and every app that you shop in.” He went on to explain how Apple Pay would allow consumers to complete the check-out process within apps with a single touch, and without the need to repeatedly enter their credit card information, billing address, or shipping address.
On October 20, 2014, U.S. consumers could start using Apple Pay in stores with their iPhone 6 or iPhone 6 Plus (and, later, Apple Watch) and within apps using iPhone 6, iPhone 6 Plus, iPad Air 2 and iPad mini 3. All three major payment networks (American Express, MasterCard and Visa) and 220,000 retail outlets in the U.S. accepted Apple Pay at its launch—and more than 500 banks signed-on to bring Apple Pay to their customers. Within a month, Whole Foods reported more than 150,000 Apple Pay transactions and McDonalds processed half of its mobile transactions via Apple Pay.3 By March 2015, Apple Pay was accepted in 700,000 retail locations including Coca-Cola vending machines. “We are the fastest adopted mobile payment service by a long shot,” noted Jennifer Bailey, vice president of Apple Pay.
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