Grant Thornton should have performed a thorough walkthrough of JGI to obtain sufficient evidence to give a good opinion. Grant Thornton would have discovered the existence of external documentation that would have aided in the discovery of Fred Greenberg’s fraud, the strong reliance they had on the internal documents failed to raise a red flag. Grant Thornton’s decision to rely heavily on JGI’s delivery receipts when auditing the company’s prepaid inventory account was flawed. JGI warehouse personnel prepared the delivery receipts that Grant Thornton relied on. The documents were prepared internally and this was a potential problem because they could have been altered by anyone within the company.
Competitor companies are forming strategic alliances with vendor companies to purchase components for the equipment’s. Internal resistance to change in some of the departments is causing intergroup conflicts. All this is making a high uncertainty environment in this company. b. Analyze the sources of power available to Monica and those that she lacked. How did Monica’s power compare to Parker’s?
This section of the code of conduct does not allow former employees of The Cheesecake Factory to disparage the company or its officers in an attempt to discredit the company, its assets, or future growth. It also does not allow former staff to defame the company, its existing staff or its practices to discourage guests or potential job candidates. The only time a former employee can disparage the company is if it is applicable by law. Former employees are also prohibited from trying to recruit current staff away from the company for 2 years from the date of termination. This is important because The Cheesecake Factory needs
2) Why isn't MWX selling? (.5 - .75pg) Kathon MWX is not selling because, either customers aren’t aware of the product or customers do not see a need for biocides. MWX is a "maintenance" biocide, meaning it would not work with the initial concentrate, thus it was not going to sell as part of that market. When customers are making initial purchases for their metalworking business they may forget to buy products for extending the life of their fluids. If customers are visiting their local industrial "supermarket" these facilities do not display MWX prominently and the 14 person sales force dedicated to this product are unable to educate large numbers of sales reps and end-users on the benefits of MWX.
Specifically we were to focus on improving the stores sales. Store sales were the number one priority. One has to also consider legal issues, employee pay, and inventory. In the simulation one was asked to evaluate the problem, isolate, analyze it and find a suitable solution. In the simulation one was supposed to separate critical issues from non-critical and then rate them based on
The changes they made didn’t affect the business of their place of employment. They refused to change their appearance back to “normal” in order to keep their jobs. They both filed for unemployment compensation and were denied based on being terminated for misconduct. The difference between the two cases is that Apocada dyed her hair and Attired had a visible tattoo. Application to Client’s Facts: The facts in both cases could not be proven that personal appearance affected the sales of the business.
Case Analysis - Managing Supplier Quality: Integrated Devices 3. Is Integrated Devices being reactive or proactive when it comes to managing supplier quality? Why? Through the discussion that Bill had with the local buyer at Plant No. 3 which illustrated plant personnel resented not being able to select their own suppliers (Monczka 2011), it is evident that the following supplier visit is a reactive response to the variability that is causing contention at Integrated Devices.
Lastly, the union argued that it was never viewed as a safety concern in the old building and shouldn’t be viewed as such in the new building. Management argued that the presence of the fridge in the building did not fall under Article VII. The company held fast to the fact that it was never maintained in a sanitary matter before and questioned that it would be now. While in the old location, management was hesitant to bring up the sanitary conditions because all the employees had chipped in to purchase it so it wasn’t company owned. The biggest concern was that the fridge was 10 years old and had to run through defrost cycles, especially in the summer months.
QUESTIONS: 1. Internal control objectives: * Stronger padlocks and security systems should have been enforced in the sales outlets of Goodner’s Huntington office, which would have prevented unauthorized individuals to steal inventory. * The authorization of transactions and new customers required an approval of the sales manager to credit the sale. * The annual review by the internal audit should be used to compare the performance and internal controls of the company to prevent fraud or problems with the company.
This will cause a lack of consistency in teaching from the management side and discipline of the employee in balancing both clients and management. Every district manager might not have the same goals for each salesman. District managers may have different expectations on how the salesman should perform during a sales call. This could be why each manager had different records of Marsh’s performance written down in the reports. When Marsh started working with Ted Franklin, it made a negative impact on his attitude towards his career.