...IS4550 Security Policies and Implementation INSTRUCTOR GUIDE Course Revision Table Change Date | Updated Section | Change Description | Change Rationale | Implementation Quarter | 12/20/2011 | All | New curriculum | | June 2012 | | | | | | | | | | | | | | | | | | | | | | | | | | ------------------------------------------------- ------------------------------------------------- Credit hours: 4.5 Contact/Instructional hours: 60 (30 Theory, 30 Lab) Prerequisite: IS3110 Risk Management in Information Technology Security or equivalent Corequisite: None Table of Contents Course Overview 5 Course Summary 5 Critical Considerations 5 Instructional Resources 6 Required Resources 6 Additional Resources 6 Course Management 8 Technical Requirements 8 Test Administration and Processing 8 Replacement of Learning Assignments 9 Communication and Student Support 9 Academic Integrity 10 Grading 11 Course Delivery 13 Instructional Approach 13 Methodology 13 Facilitation Strategies 14 Unit Plans 15 Unit 1: Information Security Policy Management 15 Unit 2: Risk Mitigation and Business Support Processes 25 Unit 3: Policies, Standards, Procedures, and Guidelines 33 Unit 4: Information Systems Security Policy Framework 42 Unit 5: User Policies 50 Unit 6: IT Infrastructure Security Policies 58 Unit 7: Risk Management 66 Unit 8: Incident Response Team Policies 74 Unit 9: Implementing...
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...Approaches to Change Management for Flexible Learning Australian Flexible Learning Framework Quick Guides series Based on the knowledge generated from the Australian Flexible Learning Framework projects and selected external literature, the Quick Guides series provides an introduction to key issues related to flexible and online delivery of Vocational Education and Training (VET). Reference as: Backroad Connections Pty Ltd 2003, Approaches to Change Management for Flexible Learning (Version 1.01), Australian Flexible Learning Framework Quick Guides series, Australian National Training Authority. Version 1.02, July 2004 This document can be accessed at: http://flexiblelearning.net.au/guides/change.pdf For a list of other Quick Guides see: http://flexiblelearning.net.au/projects/sharingknowledge.htm#guides / © 2003 Australian National Training Authority This work has been produced by the Sharing Knowledge project with the assistance of funding provided by the Commonwealth Government through the Australian National Training Authority. Copyright for this document vests in ANTA. ANTA will allow free use of the material so long as ANTA’s interest is acknowledged and the use is not for profit. The views and opinions expressed in this document are those of the authors and do not necessarily reflect the views of ANTA. ANTA does not give any warranty...
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...Business Research Report Title Presented to: Assessment Code: RWT1 Student Name: Name Student ID: xxxxxxxxx Date: 10/03/2012 Mentor Name: Dayna Haydon Table of Contents Executive Summary 3 Introduction 4 Research Findings 4 Finding Number 1 4 Finding Number 2 5 Finding Number 3 5 Recommendations 5 Conclusion 6 References 7 Executive Summary The main objectives of this report were to evaluate and determine if business ethics and corporate citizenship initiatives would increase employee efficiency within the workplace, the impact of these programs on the reputation of the organization and their effect on the organization’s relationship with employees, investors, and customers. A variety of relevant books and modern journal articles were used to research on this subject. The review of these articles and books revealed that corporate social responsibility initiatives play a fundamental role in building the image of the company as well as strengthening the organization’s relationship with its customers. Ethical programs on the other hand guide employee actions and in effect minimize any points of conflict that may arise within the workplace thereby increasing workplace efficiency and overall employee productivity. Ethical programs also ensure that financial reporting abides by the stipulated standards. This ensures that the information contained in financial reports is reliable and therefore increases...
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...SCIENCE (SINGAPORE) Business Policy BMGT 4025S STUDY GUIDE MSc14/15 FT / Singapore Copyright October 2012 1 Author: Dr Yousef Eiadat and Dr Richard Tan (2012) This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme. © This publication may not be reproduced, in whole or in part without permission in from University College Dublin. Module Co-ordinator: Dr Yousef Eiadat & Dr Richard Tan Contact details Mobile: TBA Office: TBA Email: rich_bsc@yahoo.com.sg 2 TABLE OF CONTENTS PAGE Welcome message 1. INTRODUCTION a. Background details b. Module aims 2. MODULE OUTLINE a. Module learning outcomes b. Themes and topics c. Learning supports 3. MODULE DELIVERY SCHEDULE a. Session arrangements b. Student engagement c. Office hours arrangements 4. ASSESSMENT DETAILS a. Assignments b. Module assessment components i. Pre module assignment ii. Group project iii. Examination 5. GRADING a. University grading policy b. Grade descriptors for assessment components 6. CONCLUDING COMMENTS APPENDICES 5 6 10 12 16 19 21 3 Welcome message Welcome to this unit on Business Policy. Dr Yousef Eiadat will be joining me in teaching this course. In this unit we aim to build skills in Strategic planning – the analysis behind strategic decisions, the crafting of strategies and the implementation of them to ensure organisational success. Strategy involves managing the...
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...------------------------------------------------- ------------------------------------------------- UNIVERSITY COLLEGE DUBLIN ------------------------------------------------- NATIONAL UNIVERSITY OF IRELAND, DUBLIN ------------------------------------------------- ------------------------------------------------- MASTER OF SCIENCE (SINGAPORE) ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Business Policy ------------------------------------------------- BMGT 4025S ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- STUDY GUIDE ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- MSc14/15 FT / Singapore ------------------------------------------------- ------------------------------------------------- Copyright October 2012 Author: Dr Yousef Eiadat and Dr Richard Tan (2012) This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme. © This publication may not be reproduced, in whole or in part without permission in from University College Dublin. -------------------------------------------------...
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...Strategic management can be defined as the systematic analysis of the factors associated with customers and competitors. Strategic management allows organizations to strategically align policies to ensure efficient management is consistently obtained (Business Dictionary, 2011). Through strategic management, organizational leaders are able to assess their strengths and weaknesses and leverage them in order to monitor, evaluate, and plan accordingly. In this paper, the author will describe the primary components of a strategic management process and explain the importance of a company having a strategic management process. The author will also describe the strategic management process used at FedEx Corporation that makes them a leading force in their industry. The concepts and techniques of strategic management are widely used by organizations to help their companies remain competitive and decrease the likelihood of costly errors (Wheelen & Hunger, 2010). Strategic management is a continuous process that has four phases that outline the set of strategies an organization should use to achieve better performance (Management Study Guide, 2010). The first phase of the process refers to the financial planning managers use to develop a budget to be used for company activities during the year. The second phase involves forecast-based planning which allows managers to review the budgets and determine their feasibility on a long-term basis. Externally oriented planning in phase three...
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...that identifies current and future human resources needs for an organization to achieve its goals. It means forecasting an organization’s future demand and supply for employees, based on its business needs; and subsequently developing and employing the strategies required to meet these needs. It involves a gap analysis between current HR supply and future demand. Strategies are then developed to address the gap and may involve recruitment, internal staffing, development, training, contracting and partnering, and activities relating to downsizing. “Forecasting future needs” implies understanding the future business directions of the organization so that the HR needs can be appropriately identified. HR planning can be conducted at the organization level or at any component level but a key to success is always understanding and linking to business direction. HR Planning always starts with understanding the business needs of the organization. There may also be a need to further develop and refine plans for the strategies that are going to be employed and this may result in separate, or integrated, staffing plans, training plans etc. But HR planning is more than just a numbers game: it also involves identifying the organization’s HR management goals and expected results, identifying strategies and activities to achieve those goals, and measuring organizational progress towards their achievement. Organizations that engage in this level of planning do so because they are aware of and...
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...Jennifer DiTomasso Jacobsen U63594427 January 31, 2005 Case Study: South American Adventures Unlimited 1. To what extent does project management apply to Adventures Unlimited? Each one of their tours is an individual project, since each has a beginning, middle, and end, which have classic project phases, including a definition or selection phase, a planning phase, and an execution phase. Project management involves budgeting of resources, and their resources include their administrative staff and tour guides. In addition, project management includes project selection: the Rodriguezes need to be able to accurately anticipate the costs of each tour that they consider undertaking, so that they may make wise decisions about which tours to operate. Project management includes financial analysis, for instance calculating the net present value of each tour that they are considering offering. In addition, since their tours involve many details, the project planning methods taught in project management would be helpful for them as well. Using gantt charts to plan out the details of each tour would help them to avoid problems that they have had in the past, for instance, having missed a train connection in Blanco Puente. Project planning with Gantt charts would also help them to clearly delineate the details involved for each tour, and to be able to not only plan the logistics of each detail, but anticipate the cost of it as well. 2. What kind of training in project...
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...School of Business│Learning guide Autumn 2012 HOW TO USE THIS LEARNING GUIDE ICON KEY Activity Checklist Deadline Handout Hint Important information Online activity Reading Toolkit Warning This learning guide supplements the unit outline and is designed to help you navigate through the unit. It will help you focus on what you need to do for classes and the various assessment tasks. You should consult the relevant section of the learning guide as you plan your study – it will highlight the main things that you should be getting out of the resources available and provide guidance on teaching activities and class preparation. The learning guide also offers some study tips to assist you in developing the skills and techniques of an effective learner at university level. In addition to acquiring information and skills relevant to this unit, you should also focus on developing the habits and tools of a successful university student. As an adult learner you need to take control of your own learning and ensure your own success. This learning guide is specifically designed to help you achieve this. A standard set of icons is used throughout the learning guide to make navigation easier. Use the icons to quickly identify important information, things you need to do and hints for doing them. STAFF Unit Coordinator Peter Cordina Building ED.G.68, Parramatta campus Phone: 9685 9583 Point of first contact Unit administration Your tutor School of Business Undergraduate...
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...Page :: 1 ITIL® v3 Foundation Study Guide Release Version 4.2.2.5 About taruu ................................................................................................................................................... 5 Overview ....................................................................................................................................................... 5 Additional Exam Resources........................................................................................................................... 5 General Exam Tips......................................................................................................................................... 6 What’s On the Exam ..................................................................................................................................... 7 ITIL Core Concepts ...................................................................................................................................... 12 Services ................................................................................................................................................... 12 Service Management .............................................................................................................................. 12 ITIL as a Good Practice Framework ......................................................................................................... 12 The Service Lifecycle ...........
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...Faculty of Business & Enterprise Higher Education Division Unit of Study Outline HBM222/HBM350N Marketing Planning Semester 1, 2012 Version 1 (19 February, 2012) Table of contents Unit of Study Outline 4 Teaching Staff 4 Unit Aims. 4 Learning Objectives 5 Content 5 Learning and Teaching Structure 5 Lecture Program (Provisional Schedule) 6 Tutorial Guide 7 Resources and Reference Material 8 Assessment 9 a. Assessment Task Details: 9 b. Participation Requirements - Tutorials 9 c. Minimum Requirements to pass this Unit of Study: 9 NB - Your final mark will be the sum of the marks gained in all pieces of assessment noting that to pass this unit you must achieve at least 50% in the final exam. 10 If you score between 43% and 49% in the final exam your maximum mark will be 46%. 10 If a student scores less than 43% in the final exam, your maximum final mark will be 42%. 10 d. Assessment Criteria: 10 f. Extensions and Late Submissions: 11 g. Assessment Results: 11 h. Groupwork Guidelines: 11 i. Email Communication 12 j. Plagiarism: 12 k. Assessment and Appeals Policy and Procedure 12 Ethical Conduct at Swinburne 12 Blackboard Site for this Unit of Study 13 Student Feedback: 13 Safety Standards and Conduct Requirements: 13 Special Needs 14 Appendix 1 - Guidelines for Minor Assignment (situation analysis) 15 Appendix 2 - Marking Guide for Minor Assignment 16 Appendix 3 - Guidelines for Major Assignment (Marketing Plan) 17 Appendix...
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...6. Assessment Tasks Assessment Task 1: Assessment Task Case Study: IKEA: A Long March to the Far East Schedule Week 4 Performance Criteria: Outcomes Assessed 1.1,2.1,2.2, 4.1 Also addresses some elements of required skills and knowledge as shown in the Assessment Matrix Description: From its humble beginning as a small general retail store in a village situated in the south of Sweden, IKEA has grown into the world's largest furniture retailer with 279 stores in 36 countries today. Specialising in furniture and home decoration, IKEA has an annual turnover of 19.8 billion euros (source: IKEA, www.ikea.com, accessed 25/03/2012). The IKEA catalogue is printed in 52 editions with 25 languages, with a global distribution in excess of 160 million copies. IKEA sees the Far Asia as an emerging market still in its infant stage. Its number of retail outlets in Malaysia, Singapore, Taiwan, Beijing, Shanghai and Hong Kong are very small and comprises a mere 3% of the company's total sales. These stores were expected to be more successful in the near future. IKEA's imminent strategic expansion into this region exemplified its ambitions to dominate this emerging market. This Case Study illustrates how IKEA's ventures into China and Japan are laden with unique marketing challenges which it had not encountered before in other international markets. Read the attached case (Case Study: "IKEA: A Long March to the Far East" - Source: Oxford University Press) and ...
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...| Bachelor of Business (Incorporating Graduate Diploma in Business & Graduate Certificate in Business)Strategic Management467943Semester One 2013 | TABLE OF CONTENTS Item | Description | Page | 1 | Welcome to Paper Overview Paper Level & PointsHours TaughtDelivery ModeIndependent Study | 3 | 2 | Teaching Team & Contact Details | 3 | 3 | Paper Information 3.1 Pre-requisite Requirements 3.2 Paper Aim3.3 Learning Outcomes 3.4 Content | 34 | 4 | AUTonline Programme Organisation | 4 | 5 | TextsRequired TextsRecommended Texts | 4 | 6 | Weekly Programme | 4 | 7 | Assessment InformationBusiness Assessment & Study HandbookExtensions and other Special Consideration Applications (SCAs) Assessment StructureExam Timetable Location Pass RequirementsAssessment DetailsPeer Assessment FormMarking guides | 55556777-111213-15 | 1 Welcome to Strategic Management of the Bachelor of Business, Graduate Diploma in Business, Graduate Certificate in Business and BBus Conjoint Programmes. You are expected to read the contents of this study guide, also available on AUTonline under “All My Courses”. This paper runs for 14 weeks (12 in class and 2 reading/exam weeks), and has one 1.5 hour lecture per week and one 1.5 hour workshop. Students will be required to supplement each hour of class with 3-4 hours of their own work. This is a level 7 paper, worth 15 points. 2 Teaching Team and Contact Details Teaching Team | Phone | ...
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...Functional Areas of Business Brendaliz Medina, Edric Vázquez, Félix Tapia, Javier Acosta & Yun Hernández University of Phoenix MGT / 521 January 3, 2012 Prof. Elsie Jiménez Galarza Functional Areas of Business There are different forms of organizational structures that are used according to the needs of each company. In this document to better understand the utilities that have to make a study of the functional area of the company. Also this paper shows how each part, functions and areas of interest are necessary to complement and thus lead a proper structural relationship. The departments of Sales, Marketing, Human Resources and the role of the manager are the areas that we will be covering to ensure success and the proper functioning of the business. Also here are some recommendations to consider when performing the functions of each one of these. The Sales Department as a functional area on any kind of business gave a deep look on whom, how, when the working team wants to achieve their future goals at short and long terms. This part of business is the beginning and the heart of any company even is a service or a products selling company. The important role of the Sales Manager begins with the fact that they have to know every product or service from the beginning to the end. They are the ones who take the customers and convince them of the high qualities and the good usage of any product or service they sale (Mehta, Anderson, Dubas, Dubinsky & Liu, 1999)...
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...ECFS895 Private Equity Investment AFC Term 1 CBD 2015 Dept of Applied Finance and Actuarial Studies Contents General Information Learning Outcomes General Assessment Information Assessment Tasks Delivery and Resources Unit Schedule Learning and Teaching Activities Policies and Procedures Graduate Capabilities Changes from Previous Offering Important Notice Standards Required to Complete the Unit Satisfactorily 2 2 3 3 7 8 10 10 12 15 15 15 Disclaimer Macquarie University has taken all reasonable measures to ensure the information in this publication is accurate and up-to-date. However, the information may change or become out-dated as a result of change in University policies, procedures or rules. The University reserves the right to make changes to any information in this publication without notice. Users of this publication are advised to check the website version of this publication [or the relevant faculty or department] before acting on any information in this publication. http://unitguides.mq.edu.au/unit_offerings/52041/unit_guide/print 1 Unit guide ECFS895 Private Equity Investment General Information Unit convenor and teaching staff Lecturer (Sydney/Melbourne) Stephane Chatonsky stephane.chatonsky@mq.edu.au Contact via Email Unit Convenor / Lecturer Roger Casey roger.casey@mq.edu.au Contact via Email Credit points 2 Prerequisites (Admission to MAppFin or PGCertAppFin or GradDipAppFin) and ECFS866 Corequisites Co-badged status Unit description This...
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