� Planning � Leading � Organizing � Controlling Without adequate planning these functions would be ineffective Planning mechanisms related to these functions include: � Budgets and forecasts � Capacity planning � Manufacturing design and operations planning � Control processes � Facilities layout plans � Recording systems plans � Inventory Control � Resource requirement
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1. Define the problem(s) Enron failed to record some of its transactions. Arthur Andersen did not allow the LJM financial statement to stay unconsolidated. 2. Analyze the situation - again‚ take a "lessons learned" approach. You might use the following questions as guides: A. What important internal controls were ignored when LJM1 was created? LJM1 ignored some of Enron’s entries in the books that were missing. Outsiders owned less than 3% of the Special Purpose Entities equities. There was
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“United States vs. Enron” Enron Corporation was one of the largest global energy‚ services and commodities company. Before it was filed bankruptcy under chapter 11‚ it sold natural gas and electricity‚ delivered energy and other commodities such as bandwidth internet connection‚ and provided risk management and financial services to the clients around the world. Enron was established in 1930 as Northern Natural Gas Company and joined with three other companies to undertake this industry. The four
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heart transplants drops at a 79% learning curve‚ a learning rate not unlike that in many industrial settings. It appears that as doctors and medical teams improve with experience‚ so do your odds as a patient. If the death rate is halved every three operations‚ practice may indeed make perfect. Learning curves The premise that people and organizations get better at their tasks as the tasks are repeated; sometimes called experience curves. Most organizations learn and improve over time. As firms
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CASE STUDY – UNIT 1 1. Andrew Fastow is a key person responsible for the downfall of Enron. When he became the CFO in 1998‚ he came up with the plan to make the company appear in great shape by using the mark-to-market accounting practice. The company would build an asset‚ such as a power plant‚ and immediately claim the projected profit on its books‚ even though it hadn’t made one dime from it. If the revenue from the power plant was less than the projected amount‚ instead of taking the loss‚ the
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CASE 3 Enron: Questionable Accounting Leads to Collapse Once upon a time‚ there was a gleaming headquarters office tower in Houston‚ with a giant Tilted ―E‖ in front‚ slowly revolving in the Texas sun. Enron‘s suggested to Chinese feng shui practitioner Meihwa Lin a model of instability‚ which was perhaps an omen of things to come. The Enron Corporation‚ which once ranked among the top Fortune 500 companies‚ collapsed in 2001 under a mountain of debt that had been concealed through a complex scheme
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Question # 1: Although all nine of the competitive priorities discussed in this chapter are relevant to a company’s success in the marketplace‚ explain why the company should not necessarily try to excel in all of them. What determines the choice of the competitive priorities that a company should emphasize for its key processes? Answer: Question # 2: Suds and Duds Laundry washed and pressed the following number of dress shirts per week Week | Work Crew | Total Hours | Shirts | 1 | Sud and
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The Failed Corporate Culture of Enron High risk accounting‚ inappropriate conflicts of interest‚ extensive undisclosed off-the-books activity‚ excessive compensation these are some of the headings of the report prepared by the U.S. Senate’s Permanent Subcommittee on Investigations titled "The Role of the Board of Directors in Enron’s Collapse." (Permanent Subcommittee on Investigations‚ 2002) In February‚ 2002‚ Enron’s former Chief Executive Officer Jeffery Skilling had testified before members
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Case 1.1 - Enron Corporation ------------------------------------------------- Discussion 1 The parties we believe to be most at fault for the crisis in this case are a) the Audit Firm engaged in the Enron audit (Arthur Andersen); b) Enron Management (Kenneth Lay‚ Jeffrey Skilling‚ Andrew Fastow; and c) the SEC. The Public Accounting Firm: Arthur Andersen The auditor has the responsibility to evaluate the risk of material fraud‚ including: * Incentives and motives for fraud : Enron was a fast
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Management Vol. 5‚ No. 10; October 2010 The Case Analysis of the Scandal of Enron Yuhao Li Huntsman School of Business‚ Utah State University‚ Logan city‚ U.S.A E-mail: wyl_2001_ren@126.com‚ carolee1989@gmail.com Abstract The Enron scandal‚ revealed in October 2001‚ eventually led to the bankruptcy of the Enron Corporation‚ an American energy company based in Houston‚ Texas‚ and the dissolution of Arthur Andersen‚ which was one of the five largest audit and accountancy partnerships in the world.
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