Koss Corporation Case Q1. From the Koss Corporation case, we can see that there are many aspects are not functioned properly in the accounting and internal control systems of Koss Corporation. First, the CEO’s supervision and regulation is weak, which means Michael has not fulfilled his responsibility of internal control. Sue initiate and authorize wire transfers of Koss Corp. funds to Sue’s personal creditors for over $16.3 million without requiring or obtaining Michael’s approval. And because Michael trusted Sue, Michael did not fully review the financials before approving them.
Case Problem: 36-11 Goodman v. Darden, Doman & Stafford Associates. Was it ethical for Goodman to deny liability? Is Goodman personally liable? As states this case, John A. Goodman was areal estate salesman in the state of Washington. Goodman sold to Darden, Doman & Stafford Associates (DDS), a general partnership, an apartment building that needed extensive renovation.
5. The confidentiality agreement did limit the scope of the audit performed on ZZZZ Best. It is the job of the auditor to obtain sufficient and appropriate evidence. When Ernst & Whinney were not allowed to follow-up with anyone involved in the restoration process that limited their ability to gather evidence. The company should have been able to follow up with all venders and customers to attest to the validity of the financial statements and they were not able to do this and not able to gather the “appropriate and sufficient evidence” needed.
On the 18TH June 2011 the CQC published its findings following an inspection of services provided at Winterbourne View. After considering a range of evidence inspectors conclude that the registered provider, Castlebeck Care (Teesdale) Ltd, 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. The report concludes that there was a systemic failure to protect people or to investigate allegations of abuse. The provider had failed in its legal duty to notify the Care Quality Commission of serious incidents including 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.
3. When the SSSI representative contacted supply for a follow-up, he was told that they never received the DD Form 200. At this time, SSSI ordered an ITT indicator instead of resubmitting the report to clear the missing Due In For Maintenance (DIFM) asset. 4. Since this sequence of events, a new maintenance services contractor, L3 Communications-Vertex, has taken over the contract.
New employees did not have the required forms completed and their transcripts were not on file. None of new employees had been to the doctor’s office for the mandatory drug screening, and he was missing 12 orientation manuals. He also discovered that the training room was booked until the end of June. Based on the information presented in the case study, one must conclude that there are quite a few root-cause aspects that may have been a contributing factor in this incident. These root causes are Carl Robins and ABC, Inc. Carl may have exaggerated his qualifications prior to hiring.
The goal was to take the manual data would be integrated into one system where the corporate marketing group would manage the data. The problem from the beginning of the project was the lack of support and resource allocation. There was no alignment with the project sponsor and the project manager as they were clearly disconnected and not on the same page. The project was over budget, lacked quality material and pressured to meet the committed timeline. The PM ultimately took the fall for the team and was removed off the project.
1. Identify and discuss the key factors that led to the breakdown of industrial relations at HMSI. Although HMSI have good HR policies taking place, management failed to implement such HR polices creating a breakdown of industrial relations at HMSI. There were several incidents, according to the case study, that created a gap between workers and management such as the gift that employees rejected and was later directly transferred to their bank accounts. Management’s implementation of the movement sheet and strict leave policy, denying leaves even for some serious and emergency situation, as well favoritism and constant threat of termination when requesting shift changes contributed to the collapse of industrial relations.
Other problems include the company having a lackadaisical business strategy, internal conflicts among upper management, an information technology department that has not been well run and is frequently criticized by peer executives, and a lack of integrated business objectives that do not align with information technology objectives, the inability to prioritize projects due to unclear business objectives. This has resulted in project failure, a bad company reputation, loss of market share, and stock price tumbling. Carlisle believes that IZL Corporation is salvageable, but needs to upper management to do this. In this paper, the problem, recommended and alternative solutions, as well as implementation strategies are discussed. Key Issues The key issues for Jack Carlisle, according to Robert Austin, are recorded in the informally published manuscript, Jack Carlisle, CIO.
Case Study: Zing PC 1. What are the Major Problems facing ZingPC? * Losing the market share Zing PC is losing its market share because of Push strategy failing to comply specific customer needs. * Dysfunctional Logistics Dysfunctional Logistics occurs because there is no 3PL (third party Logistics Contractor) for inventory / supply and order deliveries to the customer, hence overloading company resources / expertise. * Lack of inventory Management Lack of inventory management and standardized parts not being used in manufacturing, due to unrelated inventory procurement of Zing PC.