Running head: SARBANES-OXLEY LAW Sarbanes-Oxley Law Alexandria B. Lover Liberty University ACCT 302-B03 Abstract Since 2002, the Sarbanes-Oxley Act has been in place to not only raise awareness for employees and investors but also improve the management of internal controls in public corporations. Under the law, CEOs and CFOs are solely responsible for the accuracy of the financial reporting by their companies as well as the internal control structure to include fines and criminal prosecution if consciously falsified. The Sarbanes-Oxley Act was passed as a response to the Enron fiasco in an attempt to protect investors from corporate accounting fraud. The Act, which is officially known as Public Company
A successful Strategic Management System (SMS) not only has to focus on an organization’s external environment, it also has to take care of the organization’s internal environment as well. In 1979, Mr. Michael Porter, a young Harvard associate professor, published “How Competitive Forces Shape Strategy”. It became an instant success. Corporations, large and small, started to use his “Five Forces” analysis to form their strategic plan. The “Five Forces” are external forces that a corporation needs to consider for its business strategy to compete with other in the real world.
In this way a previous neutral stimuli can become positively valued because of their association with a pleasant event (i.e. we are likely to like people through the process of classical conditioning). Relationships where the positive feeling outweigh the negative is more likely to develop and succeed There is consistent supporting research that we like some individuals because they provide direct reinforcement. Griffitt and Guay found that participants rated the experimenter (on terms of likability) higher when he positively rewarded them on their performance after a creative task. This evidence supports RNS theory as it indicates that liking the experimenter depended on the extent to which they provided direct reinforcement for the participant and made them feel happy.
Reward/need satisfaction (Byrne and Clore, 1979) claims that if a person’s behaviour is seen to be rewarding to an individual then they are likely to find this person attractive and ultimately it becomes more likely that a relationship will begin to develop, on the other hand, if the individual gains no rewards then a formation of any kind of relationship is unlikely to occur. This theory was developed further by introducing the behaviourist approach of classical conditioning (Pavlov 1927) and operant conditioning (skinner, 1904-1990). Classical conditioning occurs when an individual associates positive events with certain people, this could suggest that an individual is more likely to be attracted to another if they are in a good mood, or at an enjoyable event. This suggests that classical conditioning may in fact play an important role in interpersonal relationships. Operant conditioning could also play a major part, when a stimulus that is rewarding instigates a positive feeling within an individual.
1 Research Proposal: Improving Information Management RES/351 Improving Information Management 2 Research Proposal: Improving Information Management A company's inability to manage information efficiently can have a devastating effect on the organizations ability to operate effectively. The research proposal presented in this paper has the intentions of addressing the problem of mismanaged information that has resulted in a loss of time, money, and resources for the Corporate Security Initiatives Corporation. This research study will be a straightforward investigation and examination of the way information is sent and received, processed, analyzed, and used by the various departments within the organization. This proposal outlines the research process and design to be used to collect and analyze data, draw conclusions from that data, and how the results from the research will be presented to the company's leaders. Research Design and Process Companies today operate in a fast paced, highly competitive environment in which every decision, large or small, can have a dramatic effect on an organization's success.
ALL WK 1, DQ’s: WK 1, DQ 1: What is a business’s obligation to build an ethical culture and balance its desire for profit with ethical responsibilities to employees, customers, society, and the environment? Ethics is different from one person to the next, so it is imperative that business clearly define the norm for staff members and management. The decisions organizations make influence more than business partners, affiliates, culture, and others. It is important for organizations center of attention on maximizing shareholder revenue. Therefore, maximizing profit without causing destruction to the business culture can be a balancing act for most organizations.
Business owners can choose from one of several business options that the Internal Revenue Service’s offer in regards to tax (nbea.org, 2007). Antitrust law is to encourage corporate competition by restricting anti-competitive behavior. An example is a monopolization and, agreeing with a competitor on product price fixing. The antitrust laws require that each company establish prices and other terms on its own, without agreeing with a competitor. The government can stop businesses from merging or force businesses to divide into different companies to encourage competition (nbea.org,
How do I make the Goals most useful? Be SMART The way you set the goals and objectives also affects the outcomes they produce. Spending time preparing goals is a good investment in high performance both personally and as a team and organization. The first step in setting goals is to gather some information and we will come to that in a moment. However, when we set goals we want them to have certain factors or elements that make them better structured and more likely to guide us to good performance.
ENRON CORPORATION KEN FONG PROFESSOR THOMAS NOTO BUSINESS LAW 100 29 OCTOBER 2010 The focus of this paper is on Enron’s organizational culture and the company’s organizational structure, strategy, employee motivation, and the use of teams. The intent is to analysis the interaction’s between an important organizational concept one which influences the functioning non-for-profit government and other type case at Enron. The actions of the organizational culture at Enron perceptions of these actions were that they would benefit those activities by high-level executives. Describe how Enron could have been structured differently to avoid such activities. The Enron did have operations management department, which, according to their official source, fulfilled the following functions: setup accounts and notify utilities, agency agreement from customer, verify the format of invoice, setup invoice data transfer, test algorithms of invoice and file transfer to the customer, determine the reporting requirements of the customer from the source, the functions of very operations management department are very limited.
Setting goals around these principles is said to increase the output gained. Some of these principles were supported by Matsui (1983) who found that when people were given feedback showing their performance was below their target, they would increase their effort to try and meet the goal. Locke and Latham (2002) also found that performance was best towards goals when they were difficult and challenging. These two findings early on indicate the importance of the four principles of goal setting theory on an individual level and highlight how necessary they are. Effective goal setting can also have positive impacts upon the organization.