There are not enough regulations and monitoring system for the daily accounting activities. For instance, management and auditors spend very little time reviewing the insignificance of petty cash account. So the five elements of internal control is not work well in this company. The control environment was not effective; there was no effective risk management, which helped the company to realize its objectives; control activities and monitoring are lack. Moreover, the CEO is ultimately responsible for the internal control who assumes primary responsibility for the system of internal control.
Regular conflicts and disagreements have been seen in the meetings and there is no integrator to resolve these conflicts. Intergroup conflicts have been common due to goals incompatibility and task interdependence. For instance, Ralph Parker from Signal Processor Design team thinks there is no need for any digital signal processors or any strategic alliance with other companies for purchase of components whereas Dan Stella and Monica from Manufacture and Design team thinks otherwise. Power and influence is used each time to reach decisions. Hence it is a political organization.
Murphy locked one woman in a cupboard. The Venerable adults were not able to stand up to those who abused them. Both support workers created an intimidating atmosphere. It was only when the staff left in 2007 that allegations were made about the mistreatment of patients B.Winterbourne View. was a care home registered to Castlebeck Care Ltd a report by CQC had found that they had failed to ensure that people living at Winterbourne View were adequately protected from risk, including the risks of unsafe practices by its own staff.
WINTERBOURNE VIEW The review found that there was a systemic failure to protect people or to investigate allegations of abuse. The provider had failed in its duty to notify the C.Q.C(Quality Care Commission) of serious incidents involving injuries to patients, or occasions when they had gone missing. Inspectors said that staff did not appear to understand the needs of the people in their care, adults with learning disabilities , complex needs and challenging behaviour. Staff who had no background in care services had been recruited, references were not always checked and staff were not trained or supervised properly. Some staff were too ready to use methods of restraint without considering alternatives.
it was missing major information, such as a list of critical services, Employee contact information and vendor contact information. The Business Impact analysis for this type of scenario or any disaster was never completed so there was little information to help the disaster preparedness team as far as how this disaster will impact the organizations operations. The Backup Policy was written thoroughly and included information on the backup schedule and storage locations. It also listed the backup methods used and the length of time full backups were kept for. The document also included instructions to restore data
Legal and Contractual Issues: SEC is guilty of legal and contractual issues in regards to the Orion Shield Project. It is evident that SEC failed to meet contractual obligations. There were no weekly briefing meetings that included updates and progress of the project to the customer. No one on the team felt it was important to address the customers concerns either by phone of email.
One former branch chief eluded to manipulative management techniques such as “setting up a meeting and not give any idea on what it’s about” (68). Even Chinen’s qualifications have come under fire. The Department of Land and Natural Resources Chairman, Peter Young, was questioned about Chinen’s lack of qualifications and about the numerous complaints lodged against her during a confirmation hearing. Mr. Young was not confirmed because he was “not doing enough to address the root of the problem” (68). Chinen herself admits she does not have experience in historical preservation but has been working with other
Only a handful of regional managers responded and was happy to cooperate. However, no notification was ever sent to Williams about local price or purchase changes. Whether or not this was resentment to the newly hired director of pricing and purchasing is not evident. Williams’ refusal to understand current company structure in part led to her failure of being able to implement any procedures. Any consideration of Langly’s suggestions may have helped
Case study 1 CQC inspectors visited a care home in Merseyside to follow up on concerns raised about standards of care. Upon inspection CQC found that the care being provided was falling short of the standards people should be able to expect and improvements were needed. People were not protected against the risk of receiving unsafe and inappropriate care because their care and support needs were not being properly assessed. Care plans viewed by inspectors provided only general information and did not reflect individual needs and lifestyle choices. At the time of the inspection visit, the manager and deputy manager had both resigned and there was no one person to oversee the service on a day to day basis.
a. Thomas Green i. Did not seek guidance from more seasoned managers like McDonald had suggested ii. He directly confronted Davis on his alleged propositions for 2008 sales iii. His lack of enthusiasm in the company has affected how well he performs b. Shannon McDonald i. Did not directly respond to the first email Davis sent her.