Rao Construction recently reported $20.50 million of sales, $12.60 m.pdf

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Rao Construction reported $20.50 million in sales and $12.60 million in operating costs excluding depreciation, with $3.00 million in depreciation. It had $8.50 million in bonds at 7.0% interest and a 40% tax rate.

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Rao Construction recently reported $20.50 million of sales, $12.60 million of operating costs
other than depreciation, and $3.00 million of depreciation. It had $8.50 million of bonds
outstanding that carry a 7.0% interest rate, and its federal-plus-state income tax rate was 40%.
What was Rao's operating income, or EBIT, in millions?
Solution

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Read the article \" Security Controls that Work\" by Dwayne Melancon below write a report that answers the following questions. 4. What metrics can an IT auditor use to assess how an organization is performing in terms of change controls and change management? Why are those metrics particularly useful? Security Controls That Work By Dwayne Melançon, CISA Ask the average IT or security manager what measures his/her organization takes to secure its networks, systems, applications and data, and the answer will most likely involve a combination of traditional perimeter protection solutions (such as firewalls, intrusion detection, antivirus and antispyware) together with patch management, business continuance strategies, and access control methods and policies. All of these measures make sense at first glance, yet the deluge of intrusions, data thefts, worms and other attacks continues unabated, with organizations losing productivity, revenue and customers every year. There are many reasons for this gap in controls and effectiveness. Access controls can be taken only so far before they run into legitimate resistance from employees who find their productivity hampered by the very controls designed to protect it. Traditional perimeter protection and access control are not as effective at blocking attacks from inside organizations as they are at blocking external hackers, which says a lot, since the latter manage to breach thousands of company networks every year. And, as the number and frequency of zero-day attacks continue to grow, the effectiveness of patch management and traditional signature-based intrusion detection, antivirus and antispyware solutions is increasingly in doubt. All of this begs a host of questions: How is it possible to determine whether an organization’s security controls actually work? Of all the hundreds of practices and objectives within Control Objectives for Information and related Technology (COBIT), IT Infrastructure Library (ITIL) and the other frameworks an organization may implement, which ones are truly the most effective at helping the organization block and respond to attacks—and which ones merely sound good but do not accomplish all that much in practice? Why are some organizations vastly better than others at preventing and responding to attacks? On which controls should auditors focus to verify that the infrastructure is genuinely protected? Come budget approval time, where should the company concentrate its security money, and how can it be demonstrated to senior management that those proposed investments will actually do the job? These are the types of questions the IT Process Institute (ITPI) set out to answer when it was founded in 2000. One of the results of ITPI’s work, the “IT Controls Performance Benchmark Study,”1 proves with empirical evidence that not only are some organizations vastly better than the rest of the pack at preventing and responding to attacks, but also that the difference between these.

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Read the article \"Security Controls that Work\" by Dwayne Melancon in the 2007 Issue, Volume 4 of the Information Systems Control Journal (available http://www.isaca.org/Journal/Past-Issues/2007/Volume-4 /Pages/Security-Controls-That- Work1.aspx). Write a report that answers the following questions: 1. What are the differences between high-performing organizations and medium- and low- performing organizations in terms of normal operating performance? Detection of security breaches? Percentage of budget devoted to IT? 2. Which controls were used by almost all high-performing organizations, but were not used by any low- or medium-performers? 3. What three things do high-performing organizations never do? 4. What metrics can an IT auditor use to assess how an organization is performing in terms of change controls and change management? Why are those metrics particularly useful? Security Controls That Work By Dwayne Melançon, CISA Ask the average IT or security manager what measures his/her organization takes to secure its networks, systems, applications and data, and the answer will most likely involve a combination of traditional perimeter protection solutions (such as firewalls, intrusion detection, antivirus and antispyware) together with patch management, business continuance strategies, and access control methods and policies. All of these measures make sense at first glance, yet the deluge of intrusions, data thefts, worms and other attacks continues unabated, with organizations losing productivity, revenue and customers every year. There are many reasons for this gap in controls and effectiveness. Access controls can be taken only so far before they run into legitimate resistance from employees who find their productivity hampered by the very controls designed to protect it. Traditional perimeter protection and access control are not as effective at blocking attacks from inside organizations as they are at blocking external hackers, which says a lot, since the latter manage to breach thousands of company networks every year. And, as the number and frequency of zero-day attacks continue to grow, the effectiveness of patch management and traditional signature-based intrusion detection, antivirus and antispyware solutions is increasingly in doubt. All of this begs a host of questions: How is it possible to determine whether an organization’s security controls actually work? Of all the hundreds of practices and objectives within Control Objectives for Information and related Technology (COBIT), IT Infrastructure Library (ITIL) and the other frameworks an organization may implement, which ones are truly the most effective at helping the organization block and respond to attacks—and which ones merely sound good but do not accomplish all that much in practice? Why are some organizations vastly better than others at preventing and responding to attacks? On which controls should auditors focus to verify that the infrastructure is genuinely protec.

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Read Birkinshaw Chapter 6 Briefly describe chapter 6 of Reinventing Management by Julian Birkinshaw.... Solution On chapter 6 of Reinvening Manegement by Julian Birkinshaw, he explains that the recent crisis we suffered was not completly fault of regulaitons or policies in the countries, it was a failure of management as well. Bankers with an incorrect sense of management were looking for opportunities with out caring on the consequences on long term and these people put their interest ahead of the share holders. The role of management is not being seen with good eye after reviewing surveys about this role.

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ray has enrolled as a freshman at a university and the probability he receives a scholarship is 0.35. if he gets a scholarship the probability he graduates is 0.82. if he doesn\'t get a scholarship the probability he will graduate is only 0.44. The probability he graduates is 0.573 Suppose that ray did graduate. what is the probability he received the scholarship? Solution P scholarship= .35 P graduates if he gets scholarship= .82 so .35*.82/.573= .501.

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