In that deal, Goldman was approached by John Paulson of Paulson & Co. to assemble a synthetic CDO dubbed ABACUS 2007-AC1, in exchange for a $15 million fee. Goldman brought in an outside asset manager (ACA Capital) to aid in the selection of collateral that was to comprise ABACUS. John Paulson played a significant role in the portfolio selection. In the end, it…
This debacle started in JP Morgan’s Chief Investment Office (CIO), in the London branch of the firm. CIO’s are central to any major bank. Their purpose is to invest the difference between deposits the bank has on hand from its customers and the credit lent out to borrowers. This difference is called the bank’s reserves. With $1.1 billion in deposits and $750 billion on loan, JP Morgan’s CIO handled assets in excess of $350 billion.ii In theory, CIO’s are supposed to keep the reserves safe and to protect them against inflation. However, in reality, most CIOs will enter into more risky investments in order to earn higher returns. This is what the London Whale was doing. Still however, these investments should not be too risky and risk management and risk assessment controls are implemented to stop investments from being entered into when their risk exceeds the CIOs appetite.…
As consultants for Ancher Public Trading (APT), Learning Team A would like to discuss the implications of the Sarbanes-Oxley (SOX) legislation. This memorandum provides a brief history of SOX¡¦s creation, explains the relationship amongst the FASB, SEC and PCAOB, describes the pros and cons of SOX, assesses the impacts of SOX, and lists ethical considerations of SOX.…
The auditors should have raised concerns over several fraud risk factors that were present. There was a perceived ethical disconnect between JP Morgan’s Code of Conduct and the “tone at the top” that upper management created. Jamie Dimon built an environment that allowed employees to do practically anything to achieve more impressive earnings. A special group was permitted to function outside the established business standards. According to Spoehr (2012), this group included individuals with strong personalities and significant clout, and these employees were excluded from ordinary review, oversight, and approval practices in place.…
The moral tone of the case study we were given to read, written by Michael Lewis, almost seemed to be a defense as to why what Jonathan had done should have been acceptable. Lewis seemed to portray Jonathan as just a kid doing what all financial analyst and stock gurus do daily, but since Jonathan was 15, and doing it well, then the Securities and Exchange Commission was “picking” on him. At times in the story their was a sense on emotional disarray, and no one wanting to be the blame or accept responsibility for the situation, especially between Jonathans, his mother, and father.…
Affirmative actions plans are used to benefit society, it is a management tool designed to ensure equal employment opportunity. It includes the policies, practices and procedures the University implements to address underutilization in its workforce and to ensure that all qualified applicants and employees receive an equal opportunity for recruitment, retention, selection, advancement, training, development and every other condition and privilege of employment. Affirmative action goes beyond non-discrimination. Whereas equal opportunity is passive, affirmative action is positive, constructive action. The general premise underlying affirmative action is that absent discrimination, over time an employer's workforce, generally, will reflect the gender, racial, and national origin/ethnicity profile of the labor pools from which the employer recruits and hires its employees. Affirmative action attempts to compensate for past discriminatory practices by requiring federal contractors to engage in "good faith efforts" to expand outreach and recruitment of women, minorities, persons with disabilities and certain protected veterans, thereby making them aware of employment opportunities and providing access to be able to pursue such opportunities. I believe that this would be illegal as the university has a right to actively seek to recruit minorities to the school but it cannot discriminate against the non-minority students who would be discriminated by eliminating the remaining spots if the quota of 20 was not fulfilled. some employers voluntarily adopt affirmative action policies and will make an extra effort to hire a diverse workforce. Once a company adopts an affirmative action policy, they should follow it to avoid lawsuits from potential employees. There was a case in July 2013 which was called Fisher v Texas. In 2008, several high school seniors who had been denied admission at the University of Texas-Austin filed a lawsuit. The…
Smith, L., & MUÑIZ-FRATICELLI, V. M. (2013). Strategic shortcomings of the Dodd-Frank Act. Antitrust Bulletin, 58(4), 617-633.…
Following the SEC’s inability to control Wall Street fraud, the U.S. Securities and Exchange Commission received sharp criticism from the public for its seemingly weak enforcement of Wall Street’s too big to fail banks. Many believe that the agency is unethically protecting Wall Street fraud due to the incident in 2010 when the National Archives had contacted the SEC expressing concern that an unauthorized destruction of federal records had…
This paper will discuss the matters of Bernard “Bernie” Madoff. Are his actions to be deemed unethical, immoral, or both immoral and unethical? Madoff plead guilty to conducting his $65 billion Ponzi scheme. This in turn led him to be charged with several counts of money laundering amongst other things. His world came crumbling down around him the day after the company’s Christmas party in December of 2008.…
Corruption is defined as dishonest or illegal behavior especially by powerful people (Merriam Webster). There is perhaps no company in our nation’s history that further exemplifies this word than Enron. Enron’s history of fraud, laundering, and deception is now known world-wide, and stands as the lead example for future companies practicing unethical behaviors. Enron’s corrupted culture, cultivated by CEO Jeffrey Skilling, made some very rich while ultimately leaving thousands in ruin.…
Enron was one of America’s leading companies prior to its spectacular collapse in 2001. It was frequently named as one of America’s top 10 most admired corporations and best places to work, and its board was acclaimed one of the US’ best five, according to Fortune magazine. As America’s seventh largest company, Enron experienced explosive growth through the 1990s. It had revenues of US$139 ($184) billion, US$62 ($82) billion in assets and employed more than 30,000 people across 20 countries.…
Enron was the country’s largest trader and marketer for electric and natural gas energy. Its core business was buying energy at a negotiated price and later, selling the energy when prices increased. As an energy broker, Enron provided a service by allowing producers to negotiate a certain price while Enron took the risk that prices would fall below what it bought energy. Buyers of energy also benefited because Enron could ensure the supply of energy. In 2000 Enron was listed number five on the Fortune 500. What happened to the company which was among the most admired for vision and quality thinking? Enron was the company that held virtual assets and not the real assets, such as power stations, which were capital incentive with low returns and ongoing debt.…
Corporate crimes happen when the business enterprise use legitimate and illegitimate business practices. Crimes committed by the corporate enterprises vary and includes fraud, conspiracy, racketeering, environmental damage, or even homicide when agents of the company commit criminal acts to benefit the company or its shareholders. However, according to Alder et al. (2013), multinational corporate crimes are a widespread and daily problem, so politicians have taken the opportunity to implement tougher provision and punishment to protect the public and their workers from corporate crimes through the Sarbanes-Oxley Act in 2002 and the Dodd-Frank Act of 2010. The focuses of these Acts are to protect consumers and improve accountability and transparency…
It is perhaps the most compelling business ethics case in a generation—a textbook version of what can go wrong in an organization that lacks a true culture of ethical compliance. Investors and the media once considered Enron to be the company of the future, but as its demise suggests, it was in reality not a particularly modern business organization, especially in its approach to ethics. On the surface, at least, it appeared to reject progressive innovation in governance and ethics programs and instead sought to circumvent systems that were designed to protect the company and its shareholders. The purpose of this report is not to comment on the legal or political ramifications of the case but rather to focus on the business ethics issues raised by the conduct of the company’s directors and officers, its accountants, and lawyers as it is known to date. It is meant to be a reminder that simply having a detailed code of ethics on the books (as Enron certainly did) is not enough. Organizations need to infuse ethics and integrity throughout their corporate culture as well as into their definition of success.…
The dilemma presented when faced with a resume containing Bernard Madoff’s firm as a former employer may be complex to some; however, from my point of view, the dilemma may be resolved by using appropriate and effective selection tools. Dismissing a highly qualified candidate based sole on the reputation or legal troubles of a former employer would be unethical, especially since as HR professionals we aspire to be as objective as possible when it comes to selection or hiring decisions. Whether or not I believe the applicant was aware of the illegal activities of the firm is irrelevant, since I cannot prove or know with certainty that this was the case. I would be making unfair assumptions about the candidate. However, I cannot say that I wouldn’t be a little hesitant to consider the applicant, especially if they were a higher level employee at the firm and may have been more likely to be aware of the unethical practices of the firm. If the applicant is highly qualified, meeting the KSAOs necessary to perform the job, and would have made it to the next step of the selection process had it not been for his or her former employer’s reputation, then I would consider the applicant. Since potentially hiring a former employee of any organization with legal troubles or a tarnished image poses several risks, including negatively affecting the reputation of the organization with its stakeholders if he or she turns out to engage in unethical behavior in the future, the use of an array of selection methods would rule out the likelihood that such behavior would occur.…