ABRAHAM‚ FLORENCE A. M.SC. Accounting B. I. U.‚ BENIN CITY. NIGERIA. January 2011 Abstract: This paper focuses on the directors’ and accountant’s behaviour and their contribution to Parmalat’s fraud. It will also address how these gaps might be filled‚ and meanwhile propose some "solutions." First‚ we offer a brief description of Parmalat’s group and of the events which forced the company to reveal its financial status. This will help to highlight a number of violations carried
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University of Phoenix Material Financial Statement Review What is the net income for the current fiscal year? Is it up or down from the prior year? Why would this information be important to investors? For FY15 the total consolidated income for Walmart is $17‚099 million. In FY14 Walmart recorded a loss from FY13‚ but is showing an increase with $16‚695 million in FY14 to FY15. Page 38 of the Annual Financial Report shows these figures along with many other figures. Investors look at the
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next week’s board meeting. Either way‚ he knew he was bound to make at least a member or two of his senior management team unhappy. The question at hand was whether Pinnacle Co.‚ the small‚ publicly held Indiana-based machine tool company he led as CEO‚ should attempt to acquire Hoilman Inc. Hoilman was a company known for the cutting-edge sensor technology and communications software it had developed to monitor robotics equipment. Anglos had just heard a credible rumour that one of Pinnacle’s
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Transformation Case Analysis 1. How difficult a challenge did Welch face in 1981? How effectively did he take charge? In 1981‚ Jack Welch became the CEO of GE‚ following on the heels of a well-respected leader whom the industry heralded as “CEO of the year” several years in a row. Welch needed to find a strategy for GE to succeed in this economy to avoid being the CEO that broke what Reg Jones had built. In fact‚ when Reg announced his retirement‚ The Wall Street Journal wrote that Jones was a “management
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have CEO-succession plans in place. This is the case even at giant global companies that have thousands of employees and spend millions each year to recruit and train talent (Cascio‚ 2013‚ p. 157). The companies that take the time to do succession planning are the same companies that are growing and thriving despite having any issues with CEOs through the years. On the other hand a company who “flies by the seat of their pants” so to speak‚ and does not plan for any crisis in the CEO department
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controls‚ and other industrial products. On September 12‚2002‚ Two of Tyco International top executives‚ CEO L. Dennis Kozlowski and CFO Mark H Swartz were arrested and charged with misappropriating more than $170 million from the company. Another executive and general counsel was charged with concealing $14 million in personal loans. Tyco survived the scandal under the new leadership of the CEO Edward Breen. Breen implemented a corporate code of ethics and installed a corporate ethics program
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more copies go to www.hbr.org. The Leadership Team Complementary Strengths or Conflicting Agendas? The Idea in Brief The best executive teams exploit their members’ distinctive strengths. For instance‚ diskdrive giant Seagate’s leaders—the CEO‚ COO‚ and executive VPs of finance and marketing/ strategy—excel together by drawing on their complementary functional expertise. Yet complementarity’s benefits don’t come free‚ say Miles and Watkins. For example‚ team members’ differing perspectives
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the Room? Case Summary Enron has become the classic case on business ethics. Enron formed after the merger of Internorth Incorporated and Houston Natural Gas in 1985. On January 1‚ 1987‚ as part of the merger agreement‚ Ken Lay became the new CEO. In 1990‚ Ken Lay hired Jeffrey Skilling from McKinsey and Company as the Head of Enron Finance. By 1995‚ Enron had become the largest independent natural gas company in the United States. In 1997‚ Skilling became president and Chief Operating Officer
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DoJ asserts that to facilitate the alleged scheme‚ the Brocade executives falsified documents — including employment offer letters and compensation-committee minutes — to make it appear that the paperwork supported the earlier options-grant dates”(CFO Acquisitions LLC‚
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Why Teams Don’t Work An Interview with J. Richard Hackman by Diane Coutu * Comments (3) * * | | | | | | | | | | | | | | | | | Related Executive Summary Also Available * Buy PDF Over the past couple of decades‚ a cult has grown up around teams. Even in a society as fiercely independent as America‚ teams are considered almost sacrosanct. The belief that working in teams makes us more creative and productive is so widespread that when faced
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