Everest University | Shoplifting and the Economy | Hidden Effects | | Shannon R Courson | 6/27/2014 | Demonstration of the many effects, both hidden and unhidden, that shoplifters hold in little regard while participating in completely selfish behavior. | When we shoplift we seldom think about how this affects customers, taxpayers, and our families. It is a selfish act that has a very negative impact on the economy. Millions of dollars are lost yearly because of this complete lack of concern. Millions of more dollars go into providing salaries to law enforcement and loss-prevent personnel, who work very hard to fight for justice and public safety.
Andersen's remaining leadership disputed that the firm emphasized the selling of services over audit quality, replacing partners who were strong auditors but didn't generate enough revenue. By 1994, two-thirds of Andersen's revenue came from the consulting side. Coinciding with that shift, the influence of the firm's in-house ethics watchdog dimmed. Inside Andersen, the pragmatists carried the day. Partners throughout the sprawling Andersen Empire could see changes coming.
Changing the formatting and organization of financial reports is a big undertaking for most businesses, but to require businesses to redo many years of financial data into a new format would be a great cost and a source of great frustration for companies. As I reviewed the format of example 1 on page 115, at first glance I was opposed to this change. The format was unfamiliar and difficult for me to read since I am accustomed to separate income, balance sheet and cash flow reports. But once I took my time to read the detail captions, I see how this format could make reading financial statements easier. I found the flow from assets/liabilities to income/expenses and finally ending with cash flows a better system than using three reports to review separately.
Additionally a closer inspection on the critique of his theory and a look at how his model can be complimentary to other strategic tools and as well as further developed in order for a firm to create a competitive strategy. The strategy in which a firm decides to adopt is important as it can help explain an individual firms success or failure in obtaining or sustaining competitive advantage. In Porter’s view an industries overall competitiveness and profitability are attributed to five different forces (Porter, 1979). These are (1) Competition in the Industry (2) Potential of New Entrants (3) Power of Suppliers (4) Power of Customers and (5) Threat of substitute powers. When looking at Porter’s five forces in relation to industry analysis, we see both the analysis of a tangible situation (customers, suppliers, and competitors) and on predictive developments (new entrants and substitutes) (Recklies, 2001).
It is tempting to give a simpleor even simplistic answer to the above question: it is tempting to say thatanalysis and theory of crimes of the powerful have grown so quickly in the lastcentury because the quantity and diversity of such crimes have themselvesexploded outwards. As the number of crimes committed by the powerful have risenexponentially across the years and continents, so the police forces, crime-preventionagencies and legislators of the governments charged with halting these crimeshave had to evolve into larger and more complex organizations also. Forinstance, amongst myriad forms of organized crime that developed in thetwentieth century, one pertinent recent example is the efflorescence ofhigh-tech and internet crime, where professional and international gangsmanipulate technology to extort or steal large sums of money from the public.High-tech crime is of course a recent phenomenon; it did not exist at the turnof the last century. Therefore analysis of such activities by law agencies hasgrown to respond to this new threat; moreover, the analysis and prevention ofsuch crimes has had to grow in sophistication and size just as the crimesthemselves have done. Organized crime - be it narcotic trafficking,prostitution rings, corporate crimes and so on - has become a massiveinternational business, and it has required larger agencies equipped withbetter criminal theory and technology and international cooperation betweenagencies to deal with it.
Employees surveyed had a high regard for the Recruitment/Selection and Induction/Orientation steps to the HRM Approach, but felt somewhat slighted during the Socialization process, claiming that “managers were so busy doing their own jobs that they could not deal with the individual concerns of new employees.” Despite their threefold process, Telesouth currently suffers a high turnover rate, estimating, at minimum, the cost of turnover at $20,000 per person. Telesouth’s turnover rate should not be so high. Telesouth has no problem attracting a large number of applicants – it is a reputable company within the community. Nearly a quarter of the turnover was in the first six months and 50 per cent in the first year. This means that employees may be disgruntled about the socialization process, and not by the job itself.
With the economy in recession, high unemployment rates, and high interest rates proved very challenging for Welch to run GE. The challenges faced from inside the company were massive information and inefficient macro-business models. Amidst all the challenges, Welch took them on with a motto, which was to be “Better than the Best” (Bartlett & Wonzy, 2005). Welch took a stand to restructure the company and identified managers who would fit in areas that could assist to restructure the company, while other managers who did not bring value to the company were let go. By eliminating the sector level, about 123,450 jobs, and also eliminating addition of new jobs, Welch implemented lean and agile methodologies, as well as real-time-planning strategy.
The company’s proforma statements did not take into account any external factors such as a retail recession taking place. The amount of money invested in inventory is almost double what was forecasted for the nine-month period. Profit margin was only 10%, which was much lower than the forecasted 15-30%. By October of 1995 it should have been obvious to SureCut Shears that sales were not keeping up with what was forecasted causing inventory to build up. Conclusion: If Fischer wants to be able to repay his loan he needs to be more accurate
Company faced an immediate pressure from external environment because of lawsuits filed by its large customers like Cherry Communications, this damaged company’s reputation. Also, two to three of World-Com’s commercial customers filed for bankruptcy in any given quarter, this created a long term pressure on growth of WorldCom. Investigation from SEC mounted a big external pressure on WorldCom following which revealed multiple accounting frauds
The products were often made in sweatshops-factories where underage, underpaid workers performed 16-hour or long days in abhorrent, unsafe conditions. Then Gap went through the engaged stage, it turned to Social Accountability International and developed a Code of Vendor Conduct. This is because Gap became aware that they needed to change public expectations. To make sure all the contractors were abiding by the code; Gap hired more than 90 vendor compliance officers to audit the contractors. And they are not afraid of the negative reaction.