ACC1AMD Accounting for Management Decisions Semester 1‚ 2013 Mini Case Study 1 Mercer Manufacturing Company Rui Guo 17482279 Tutorial: Tuesday 12:00PM Tutor: Luisa 24 March 2013 1 Table of Contents Recommendation Executive Summary Introduction Analysis Recommendation and conclusion Reference Page 3 Page 3 Page 3 Page 3 Page 4 Page 5 2 Recommendation Mercer Manufacturing Company decided to purchasing power from other company‚ and it could provide a $300‚000 saving per year. Executive
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it was the "Greed Factor" which drives Enron employees to increase the profits through unethical methods‚ and ultimately causing its downfall. But could it be the opposite? I mean‚ could it be that it was Enron ’s culture and Key Performance Indicators (KPIs)‚ which is to increase the profits and share price that "forced" Enron employees behave in an unethical manner? What circumstances caused them to be unethical‚ really? At first‚ the leader of Enron Finance Corp‚ Jeffrey Skilling recruited
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Challenges of the Enron Organization LDR 531 October 21‚ 2010 Doreen Gournaris Introduction To be effective as a team‚ team members need to communicate with each other. Enron lacked good leadership within their organization and the leaders in executive levels allowed accounting fraud and decentralized corporate departments. Enron’s team was faced with communications‚ collaboration and conflict management and top leadership had issues dealing with this situation. This paper will (1) describe
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MINI-CASES I. Belmont State Bank Belmont State Bank is a large bank with hundreds of branches that are connected to a central computer system. Some branches are connected over dedicated circuits and others use the dial-up telephone network. Each branch has a variety of client computers and ATMs connected to a server. The server stores the branch’s daily transaction data and transmits it several times during the day to the central computer system. Tellers at each branch use a four-digit numeric
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Unit 8- LS312 STRATEGIC PLANNING‚ POLICY AND CONTROL Denia Mukusha Kaplan University Cost Justified Compensation /Discrimination This case takes place in a large computer operations company. The stakeholders in this case are as follows: Joe‚ who has been recently promoted to the position of District Manager of Computer Operation. Mary is the Divisional Manager of Information Systems and Joe reports directly to her. John is the President and CEO of the company and the immediate boss to Mary
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1. The consistent failures of Jamestown‚ up to a decade after its founding‚ left many people in shock. When we look into the detail in the quality of the people that originally settled in Jamestown‚ we see people of specialized craftsmen: blacksmiths‚ carpenters‚ bricklayers‚ jewelers‚ perfumers‚ etc. These people were skilled and trained professionals in their domain‚ and they expected to be paid accordingly and refused to cooperate in the field labor and other labors outside their field of
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condition? For external auditors‚ the failures could be largely attributed to the lack of independence between external auditors and Enron and the existence of conflicts of interest. From 1993‚ Enron started to outsource its internal audit functions to Anderson. Besides‚ conflicts of interest gets aggravated when the cross-selling of consulting services by auditors increases a lot. And consulting fees to auditors are much lucrative than the audit fees. As a result‚ Enron could easily threaten Anderson to
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CHAPTER 1 Goals and Governance of the Firm Answers to Problem Sets 1. a. real b. executive airplanes c. brand names d. financial e. bonds f. investment g. capital budgeting h. financing 2. c‚ d‚ e‚ and g are real assets. Others are financial. 3. a. Financial assets‚ such as stocks or bank loans‚ are claims held by investors. Corporations sell financial assets to raise the cash to invest in real assets such as plant and equipment. Some
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Copyright © 2004 Information Systems Audit and Control Association. All rights reserved. www.isaca.org. IT Governance Hands-on: Using COBIT to Implement IT Governance By Luc Kordel‚ CISA‚ RE‚ CISSP‚ CIA‚ RFA 1 I n the past‚ running an IT organization as a support function—a function separate and distinct from the business—was a common practice. Now‚ most IT infrastructure investments and new IT applications span business lines and functions. Some organizations even integrate partners
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CEG GSB 703 Mini Case Assignment #1 Adam Ohanesian Email: Adam.Ohanesian@nichols.edu Table of Contents I. Intended roles of each of the institutions and intermediaries. a. Venture Capitalists b. Investment Bank Underwriters c. Sell-Side Analysts d. Buy-Side Analysts and Portfolio Managers e. Accounting Profession f. FASB II. Properly aligned incentives g. Venture Capitalists h. Investment Bank Underwriters i. Sell-Side Analysts
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