...Hilario, Kedron ACTG 6310 Dr. Harrington 4 February 2015 From Sparks to Fired: Case Study 1. The Committee of Sponsoring Organizations of the Treadway Commission (COSO) Enterprise Risk Management (ERM) – Integrated Framework (2004) is a guideline for managing risk and understanding internal controls. The eight components of the COSO ERM Framework are as followed: internal environment, objective setting, event identification, risk assessment, control activities, information and communication, and lastly, monitoring. Here we define/describe these eight components: a. The Internal Environment captures the tone of the organization and the sets the standard on how risk is viewed and addressed by the entity’s members. The entity will define such things as: risk management philosophy and risk appetite, integrity and ethical values, and the environment in which they operate. b. The Objective Setting is the objectives that exist before management identifies potential events that will affect their achievement. c. Event Identification are internal and external events affecting achievement of an entity’s objectives that are indentified, then distinguished between risks and opportunities. d. Risk Assessment is simply risks that are analyzed as a basis for determining how they should be managed. Risks are assessed on an inherent and a residual basis. e. Risk Response is avoiding, accepting, reducing, or sharing risk. Management develops a set of actions to align risks with the entity’s...
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...Hiring is not an easy process and it became worse due to globalization. A huge percentage of executive level appointments are ending in firing or resignation. Finding the right person to fill a right job has become more complex due to advent of new organizational forms such as joint ventures, strategic alliances. Art of hitting a Moving Target The hazards of hiring a wrong person in today’s business environment are mentioned with examples. Problems such as lack of negotiation and cross-cultural sensitivity may lead in hiring a wrong person. All that is required is a good understanding of the job requirements and fitting into the shoes of the role. Ten common hiring traps or pitfalls as mentioned by the author are as below: 1. The reactive approach: Job openings are result of firing or resignation. Companies generally seek someone with similar qualities of the previous employee and without defects. This ignores the changing future requirements the job demands. 2. Unrealistic specifications: Job description mentioned by the search team are generally long and detailed which is difficult to be found in a single candidate thus eliminating many good candidates having the priority skills. 3. Evaluating people in absolute terms: It is mentioned that the evaluation of performance of a person is difficult without proper understanding of circumstances. Questions like “what are your strengths and weaknesses are very contextual in nature. These are the candidates view about...
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...Should the Manager be Fired? Cohort H Group 2 June 19, 2016 Table of Contents Executive Summary3 Case Summary3-4 Major Issues5 Analysis of Major Issues 5-9 Action Alternatives9-10 Analysis of Alternatives10-11 Recommendations11-12 Implementation of Issues12-13 Reference14 Executive Summary This report was compiled with the intent to offer an examination and interpretation of the major issues that arose in the case study “Should the General Manager Be Fired?” In this report, we provide a brief case summary detailing the actual events that took place within the case study. We then locate and describe three main issues that lead to the crisis at Rainbow Group’s Hangzhou Company. Next, we provide analysis of these issues, list action alternatives for each issue, provide analysis for the action alternatives, and give recommendations for how to solve these problems. Lastly, we assembled ways of implementing our recommendations for solving the problems present. Much of our analysis comes from concepts found in the 13th edition of Organizational Behavior, although we made use of several other sources to supplement our understanding and criticism of this case. Case Summary Kaiyuan Cheng, CEO of Rainbow Group is faced with a decision to fire Chu, the general manager of the Shanghai branch. Cheng decided to promote Chu as general manager for the following reasons: her branch was the highest performing out of all Rainbow subsidiaries, the Rainbow...
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...• Easily combustible, and produces high energy upon combustion helping in locomotion and in the generation of electricity and various other forms of energy; • Widely and easily distributed all over the world; • Comparatively inexpensive due to large reserves and easy accessibility • Good availability • Inexpensive • Very large amounts of electricity can be generated in one place using coal, fairly cheaply. • A fossil-fuelled power station can be built almost anywhere, so long as you can get large quantities of fuel to it. Most coal fired power stations have dedicated rail links to supply the coal. Sounds good, huh! Think again! The important issue as of now is whether there are more advantages than disadvantages of using coal to generate electricity! How about these… Some disadvantages of using coal to generate electricity: • It is Nonrenewable and fast depleting; • High coal transportation costs, especially for countries with no coal resources and hence will require special harbours for coal import and storage. • Coal storage cost is high especially if required to have enough stock for few years to assure power production availability. • Burning fossil fuels releases carbon dioxide, a powerful greenhouse gas, that had been stored in the earth for millions of years, contributing to global warming. • It leaves behind harmful byproducts upon combustion, thereby causing a lot of pollution. • Mining of coal leads to irreversible damage to the adjoining environment...
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...You got Fired? So What You've just received word that you've been fired. Or perhaps the company has gone through a re-structuring and eliminated your job — and you've been told that none of the managers you've worked with over the years have a position for you on their team. This comes as a shock to your system, especially if you've enjoyed a record of success up to this point in your career. While there are some practical things to attend to — negotiating your severance, signing up references, and agreeing with the company on a storyline about the reason for your exit — your most important action item is managing your own attitude to the situation. Your first step is realizing that you're not alone. Although they don't trumpet the fact for obvious reasons, most successful senior executives have hit speed bumps in the course of their careers. As search consultants will tell you, experiencing a setback doesn't have to be terminal — if you're able to move forward productively. As you dust yourself off, think through those parts of the situation you need to own. In a highly emotional state, it's too easy for you to curse the darkness: "I had a bad boss." "The place was rife with organizational politics." "My colleagues were non-cooperative and had it in for me." There may be some truth to this, but you also need to ask yourself, "What do I need to accept about the experience to avoid making the same mistakes so I can succeed in the future?" Even in the best of times...
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...Case Study #2: Fire or be Fired In this scenario, new city-manager for the city of Adams, Josh Peters, is tasked with finding and hiring a new Chief of Police; although it seems uncomplicated enough, problems arise with the discontentedness of the police union. The complications end up being a “them vs. us” situation, with a few city council members and Peters on one side, standing firm in their decision to hire a qualified Chief of Police, and the police union, local newspapers, and city council members on the other, demanding an internal applicant to be Chief of Police. As Peters follows his ethical code and hires the new chief, John Wilson, more and more prevalent threats begin to arise from the police union, with very little resistance...
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...plaintiff and she has filed a lawsuit against Jerry for firing her. She claims she was fired without any reason. She was also told that opportunities in the company were there for her and she was provided with a salary position that paid $30,000 annually. The employer is an “at will employer”. The opportunity promised by her employer was given to another worker named Kramer who had less experience and a lower level of education than Elaine. The lawsuit is based upon wrongful termination and she looks to get her job back. The legal issues in this case involve the promise of job opportunities. With the company being an “at will” employer does that relieve them of offering an explanation as to their reasons for firing Elaine? Did the employer violate any ethics or discrimination laws in terminating her position? Is there sufficient evidence on behalf of the plaintiff that can prove such violations took place? Elaine and her attorney will focus on a statutory exception or a contract exception. Elaine received an offer letter promising great career opportunities which included an annual salary of $30,000. Elaine’s attorney may use this to argue that long-term employment was implied and that she was fired without just cause. Discrimination could be a part of Elaine’s case in that someone else; a man with less experience and education was given the position that she had been promised. She was fired without being given any reason for doing so, which also gives this argument credibility...
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...improve benefits for others. On one hand, it’s necessary for the company to downsize to save the company in this tough time. On the other hand, offering a better policy for remaining workers may conflict with the cost-cutting effort, but satisfying workers can benefit company’s long-run business. Conveying these messages plays an important role in company’s success. If the company has a good solution, it can soften the anger of those who get fired, and make the remaining workers work effectively. However, an ineffective solution can depress people who are fired and worry the remaining employees, so it may create an ineffective working environment. Alternatives The company has at least two alternatives to deal with this problem. First, it should have face-to-face group meetings to convey the bad news, and email the good news to those whose salary and benefits are going to improve. The advantages of this alternative are showing sympathy with people getting fired, and saving time for sending the good news. The disadvantage is that people who get fired can get angry when they are in group. Second,...
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...When people lose their job, it wreaks havoc on their lives. If a person is fired without reason or unfairly, they are likely to seek compensation. If a person hasn't signed a contract or is fired, with exception to a few points in the employment at will doctrine, there is not much they can do about it. The law is on the side of the businesses in most cases of at-will employment. In the case of Elaine, she was fired without notice or reason for termination. Elaine had been promised career opportunities and given a salary, but no contract was signed. Elaine's employer hired a new person for Elaine's position who had less education and experience. Elaine believes she was fired unfairly and is suing to get her job back. I believe Elaine may have a strong case because of the person who was hired for her position. Elaine was fired without good reason or notice. The employer then replaced Elaine with a male employee with less job experience and less education. Elaine has a good chance of getting her job back by suing her employer for sex descrimination. Her successor was inferior to Elaine in a few key areas and that may prove the employer fired her due to descrimination. There are some exceptions where employees cannot be fired even if they are at-will employees. One exception is a statutory exception. A statutory exception says an employer can't fire an employee that is a member of a labor union if their firing is in violation of labor laws or collective bargaining agreements...
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...Citation: Billie J. Rodman v. New Mexico Employment security department and Presbyterian Hospital, 764 NM 2d, 1316 (1988) Facts: On February 17, 1987 after 8 years of employment Billie Rodman was fired from her job for misconduct. Billie Rodman applied for unemployment benefits and was denied due to being fired for misconduct. Billie Rodman has decided to file an appeal on the decision from the district court to revoke her benefits. Due to her personal problems impacting her working abilities Billie Rodman had restrictions placed on her prior to her termination. June of 1986 Billie Rodman received numerous personal phone calls and had visitors at her work place and was reprimanded for her actions. The reprimand that she was given stated that she was no longer to have visitors or personal phone calls during work hours. The only time she would be allowed to have personal phone calls or visitors was during her scheduled brakes or lunches/dinners away from the hospital or out of patients or coworkers view. Billie Rodman was told to let her immediate supervisor know when she would be leaving her station for her dinner. Billie Rodman was told to make every effort to resolve her personal issues that were causing issues for her at work. Issue: The issue here is the misconduct that Billie Rodman was fired for really considered misconduct which would cause her to be denied her benefits under NMSA 1978, Section 51–1–7 of the Unemployment Compensation Law. Rule: For this to be considered misconduct...
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...the dendrites on another neuron. The presynaptic neuron sends the signal, and the postsynaptic neuron receives the signal. Neurons use electrical signals, called action potentials, to send the information down the neuron. When the signal is passed from the presynaptic neuron to the postsynaptic neuron, the signal is changed from an electrical signal to a chemical signal and back to an electrical signal. 3. What is the difference between excitatory and inhibitory neurotransmitters? Excitatory neurotransmitters cause the action potential to be fired more rapidly through depolarization. The depolarization causes the charge to get past the threshold of about -40 mV to -80 mV, so that the action potential can be fired. Inhibitory neurotransmitters cause the action potential to not be fired through hyperpolarization. This causes the threshold to not be reached, and if the threshold is not reached then an action potential can not be fired. 4. What is the function of...
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...English 13 Block 4 A/C Mr. Tress Many people believe that tenure is a great thing that can help protect our teachers from being fired for the wrong reasons. Within this opinion lies the real problem. Tenure started as something that would allow teachers to teach things that were controversial at the time, such as Huck Fin, without having to fear being fired because of a parents outrage (Stephy, pg.1). Now it is next to impossible to fire a teacher. The problem with tenure is that it has become a way to protect the incompetent from being fired. One California school board spent $8,000 to fire an instructor who preferred using R-rated movies instead of books (Stephy, pg.1). Tenure needs to be revamped, we do not need to completely abolish it, but we do need to change it on a large scale. Right now it is harder to change tenure then to add an amendment to the constitution. When discussing the causes of tenure you think of a time when teachers could be fired for things such as reading a book a parent doesn’t approve of. It is true that this is how tenure began. It started at the same time labor unions were coming around. The first state to get tenure was New Jersey in 1909, it started as a way to protect teachers for being fired for a cheaper hire (Brody, pg.1). Tenure also started as a way to protect female teachers from being fired for things such as getting married, pregnant, or wearing slacks (Stephy, pg. 1). At this point in time tenure was very important...
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...plaintiff and she has filed a lawsuit against Jerry for firing her. She claims she was fired without any reason. She was also told that opportunities in the company were there for her and she was provided with a salary position that paid $30,000 annually. The employer is an “at will employer”. The opportunity promised by her employer was given to another worker named Kramer who had less experience and a lower level of education than Elaine. The lawsuit is based upon wrongful termination and she looks to get her job back. The legal issues in this case involve the promise of job opportunities. With the company being an “at will” employer does that relieve them of offering an explanation as to their reasons for firing Elaine? Did the employer violate any ethics or discrimination laws in terminating her position? Is there sufficient evidence on behalf of the plaintiff that can prove such violations took place? Elaine and her attorney will focus on a statutory exception or a contract exception. Elaine received an offer letter promising great career opportunities which included an annual salary of $30,000. Elaine’s attorney may use this to argue that long-term employment was implied and that she was fired without just cause. Discrimination could be a part of Elaine’s case in that someone else; a man with less experience and education was given the position that she had been promised. She was fired without being given any reason for doing so, which also gives this argument credibility...
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...Kent State Massacre Demonte Wesley May 4th, 1970 will always be remembered as the day America killed its children, when a group of student protestors were fired upon. This terrible event took the lives of four students and injured many others. The Kent state massacre was a devastating and tragic event that shook the U.S. on the day of May 4th, 1970.The invasion of Cambodia was one of the things, which lead to the protesting of students, which then lead to the Kent State massacre. President Nixon ordered the Cambodia invasion. He ordered our troops to clear out the North Vietnamese and Vietcong supply centers. This didn’t go to well with about 1.5 million college students around the U.S. Students protested outside there colleges for a few days which caused about 1,200 campuses to close down. Kent State was one of the colleges that had students protesting. The protest started out as students innocently gathering around the campus. Then they started to get out of hand. It all began when students tried to burn down the R.O.T.C. Building. This forced the mayor to call in the National Guard. Then on May 3rd officers were forced to throw teargas into the crowd to calm them down. Two people wound up being stabbed because they lunged at the guards. The next day, which would be May 4th, was the day of disaster. Students were throwing rocks at the guards and would shout curses at them. The guards threw teargas into the crowd but it just didn’t work .The wind that day was very strong...
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...eight different scenarios that I have to assess and determine what action to take against the employee, whether the employee can be fired, and what action will limit liability and impact on operations. I have also discovered that the company has no whistle blower policy and now need to decide if I should suggest that we adopt a whistle blower policy. The United States is among only a handful of countries that follow an employment-at-will doctrine, the only state that does not is Montana. Unlike the United States, most countries can only fire employees if there is a cause. The United States can fire employees for no cause, employees could walk into his/her place of employment tomorrow and be fired. The company also does not have to give a reason for firing the employee. “At-will means that an employer can terminate an employee at any time for any reason, except an illegal one, or for no reason without incurring legal liability. Likewise, an employee is free to leave a job at any time for any or no reason with no adverse legal consequences” (NCSL). Employment-at-will also means that employers have the right to change contracts at any time. For instance, employers can reduce paid time off or change benefits. There are some exceptions to the rule: a company cannot dismiss employees based on race, gender, color, or religion; employees cannot be fired for reporting violations of workplace safety; an employer cannot fire an employee for exercising the right to file a workman’s compensation...
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