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Long-term (i.e., over more than one fiscal year) utilization of an internal order usually revolves around life-cycle costing of an object. The time frame is normally longer than a year; more likely it is multiple years. Examples are tracking repairs over the life of a specific asset, such as a vehicle fleet, or for tracking the total cost of providing a product from research and development to patent. The multiple-year focus for the minor repairs on any type of asset provides useful information on which assets are driving up costs and when they should be replaced. The application of internal orders for long-term purposes can also support the capturing of expenses that must be recognized in the period incurred for FI reporting yet are recognized in a different period or year for internal management reporting purposes. These are just a few ways in which internal orders are applied within an organization. Additionally, internal orders are used for distributing accruals and to provide a focus on revenue management. Since internal orders are very flexible and have more authorization capabilities than the cost center, internal orders usually are widely implemented. The ability to use internal orders in flexible ways to represent standard and nonstandard occurrences in an organization provides the ability to utilize processes in many ways as well. Most important, since internal orders flow outside of the CO module, process costs are included in other modules for different purposes. For example, internal orders utilized for asset creation capture process costs that are then capitalized. Also, internal

Two-phase construction is typically used only for C classes, since T classes do not usually require complex construction code (because they do not contain heap-based member data) and R classes are usually created uninitialized, requiring their callers to call Connect() or Open() to associate the R-class object with a particular resource. 4 discusses the characteristics of the various Symbian OS classes in more detail.

By anecdotal evidence, typically the goal of risk management in banking is not the complete protection against risk, because this would also remove all opportunities to create value. It is rather to implement as much protection against risk as makes sense, given the marginal benefits and costs of acquiring the protection. We will also closer examine this statement in later chapters in order to find out how much protection makes sense, while still allowing the organization to create value. We have explained in this section that there are multiple goals for conducting risk management at the corporate level. We have also seen that it is difficult for a bank to identify what its primary goal for managing risks is. We can summarize the discussion as follows: If the objective of a bank is to maximize its value, risk management should be undertaken, as long as it increases the present value of the firm s expected cash flows. Therefore, a proper risk-management strategy does not seek to insulate banks completely from risks of all kinds. The banks stock price, earnings, return on equity, and so on will fluctuate with the underlying risk factors. If, for example, the economy is doing badly, a bank will be less valuable. But, there is nothing risk management can do to improve the underlying economics of being in a specific business such as banking. The goal of risk management is, therefore, not to insure investors and other stakeholders against the risk that is inherent in economic development per se.157 Trying to do so could destroy value. However, as soon as concerns outside the neoclassical finance world such as a concern with lower-tail outcomes enter the decision-making process, protection against default, and hence the management of specific risk, can make sense.

P4 (2)

Information Flows Various Allocation Methods See Exhibit 9.3 for a complete summary of the allocation methods.

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