...Case Assignment #1 – Accounting Fraud at WorldCom 1. Discuss the fraud at WorldCom in terms of the objective of financial reporting. How was the objective subverted by the actions taken by the managers of WorldCom? A. To begin, the primary objective of financial reporting for most companies is to provide useful information to capital providers. Essentially, the objective is “to assist in the efficient functioning of economies and the efficient allocation of resources in capital markets” (pg. 21, textbook). However, in the fraud case at WorldCom, WorldCom’s senior managers did not endorse this objective nor made any attempt to provide useful financial information to present and potential equity investors, lenders, and other creditors. Why? The senior managers subverted these objectives by focusing on revenue growth, seen as the key to increasing the company’s market value. Now although this focus is encouraged, WorldCom, as one manager says, “encouraged managers to spend whatever was necessary to bring revenue to the door, even if it meant that the long term costs of a project outweighed short term gains” (Accounting Fraud at WorldCom article, pg. 4). Therefore, CFO Sullivan and others subverted the objectives of providing useful information to external users by using accounting entries to achieve targeted performance. 2. The fraud at WorldCom revolved around two accounting irregularities: accrual releases and expense capitalization. a. Explain how these...
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...Accounting Fraud at WorldCom WorldCom grew rapidly in the 1980-90s through its various inorganic acquisitions – the resultant was a corporation with a hotchpotch of diverse and unaligned cultures. Exacerbating the situation, the Management (including the Board of Directors and CEO Ebbers) did little,if anything, to address the multiplicity of deontological and consequential ethics coexisting at WorldCom. CEO Ebbers in fact called an internal effort to create a corporate code of conduct a “colossal waste of time”. At WorldCom, the culture was also very much “top-down” – Managers gave instructions and employees were expected not to question their superiors. Any objections or challenges to senior managers are met with denigrating remarks or personal threats. The company also had a culture of compensating acquiescent employees generously, often beyond the company’s approved salary and bonus guideline. This further fueled a company culture of “do as told and be rewarded”. This was the institutional setting, which Betty Vinson was exposed to when she started working with WorldCom in 1996. In 2000, when Betty was asked to release the $828 millions of line accruals into the income statement, she herself recognized this as “not good accounting” practice. But after Yates (Director, General Accounting) replied that he himself was not happy with the transfer and that Myers (Controller) assured him that this was not going to happen again, she gave in to them. From a deontological...
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...BERT S. KAPLAN D A VI D KIR O N Accounting Fraud at WorldCom WorldCom could not have failed as a result of the actions of a limited number of individuals. Rather, there was a broad breakdown of the system of internal controls, corporate governance and individual responsibility, all of which worked together to create a culture in which few persons took responsibility until it was too late . — Richard Thornburgh, former U.S. attorney general1 On July 21, 2002, WorldCom Group, a telecommunications company with more than $30 billion in revenues, $104 billion in assets, and 60,000 employees, filed for bankruptcy protection under Chapter 11 of the U.S. Bankruptcy Code. Between 1999 and 2002, WorldCom had overstated its pretax income by at least $7 billion; a deliberate miscalculation that was, at the time, the largest in history. The company subsequently wrote down about $82 billion (more than 75%) of its reported assets.2 WorldCom’s stock, once valued at $180 billion, became nearly worthless. Seventeen thousand employees lost their jobs; many left the company with worthless retirement accounts. The company’s bankruptcy also jeopardized service to WorldCom’s 20 million retail customers and on government contracts affecting 80 million Social Security beneficiaries, air traffic control for the Federal Aviation Association, network management for the Department of Defense and long-distance services for both houses of Congress and the General Accounting Office. Background WorldCom’s...
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...Accounting Fraud at WorldCom 1) What are the pressures that lead executives and managers to “cook the books?” After the rapid evolution of the telecommunication industry in the 1990s, WorldCom shifted its strategy to focus on building revenues and acquiring capacity sufficient to handle expected growth. Their biggest goal was to be the No. 1 stock on Wall Street rather than capturing the market share. As a result, their Expense-to-Revenue (E/R) Ratio was their measurement for their main objective (increase revenues and become the No. 1 stock on Wall Street). Due to heightened competition, overcapacity and the reduced demand for telecommunication services at the onset of the economic recession and the aftermath of the dot-com bubble collapse, the telecommunication industry conditions began to deteriorate. Prices were falling and WorldCom had no option but to cut their prices as well. This action placed severe pressure on WorldCom’s most important measurement, the E/R ratio. The E/R ratio was being affected due to revenue and pricing pressures while the committed line cost was still the same. 2) Is there a boundary between earnings management and fraudulent reporting? If so, what is it? “Earnings Management is recognized as attempts by management to influence or manipulate reported earnings by using specific accounting methods (or changing methods), recognizing one-time non-recurring items, deferring or accelerating expense or revenue transactions, or using other...
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...the books numbers to look profitable because of a comment made by Ebbers. “Ebbers made a personal, emotional speech to senior staff about how he and other directors would lose everything if the company did not improve its performance.” p 4. 2. What is the boundary between earnings smoothing or earnings management and fraudulent reporting? To me there comes a line where you know that the entry that you are making is incorrect, and you make the entry anyways. That to me is where fraud is committed. Otherwise make your best judgement call on what would be appropriate to capitalize, or develop a new way of calculating estimates for accruals if you believe them to be wrong. 3. Why were the actions taken by WorldCom managers not detected earlier? There was no set of stated policies written in the company. The company most likely had around 30,000 employees in 1995, but didn’t have an employee code of conduct. Since this was not in place, every manager was able to act on their own accord. The accounting department sounded like a war room, where each group had to deceive the other of journal entries. The external auditor was stone walled during the audit, and simply stated the information was a moderate risk. The senior management team used scare tactics or “it’ll only be one time” tactic to coheres employees to making fraudulent entries. The internal auditors were never allowed to do their job. They couldn’t get...
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...WorldCom Case Study Requirements 1. The paper must be a minimum of 5 pages in length with 1.5 inch spacing. There is no required font type but it must be legible. Font size cannot be less than 10 nor exceed 14. Use full sentences and avoid using bullet points within the paper. 2. Explain and answer the following questions: a. What are the pressures/forces that lead executives and managers to “cook the books?” b. What is the boundary between earnings smoothing or earnings management and fraudulent reporting? c. Why were the actions taken by WorldCom managers not detected earlier? What processes or systems should be in place to prevent or detect quickly the types of action that occurred in World Com? d. Were the external auditors and board directors blameworthy in this case? Why or Why not? e. Betty Vinson: victim or villain? Should criminal fraud chargers have been brought against her? How should employees react when ordered by their employer to do something they do not believe in or feel uncomfortable doing? 3. Include a title page, bibliography, and work cited. f. The format for the title page is as follows: name of the assignment, student’s full names, class number and section, due date of the assignment, and the instructor’s name. g. The title page, bibliography, and work cited are excluded from the 5 page minimum requirement. h. Students may use either the APA or the MLA format. 4. The tentative deadline...
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...世通公司财务舞弊案 世界通信公司成立于1983年，在不到20年的时间内，成为美国的第二大长途电信营运商（仅次于1877年成立的美国电报电话公司（AT&T），如果不是司法部在2001年否决了世界通信与斯普瑞特（Srint）公司的合并方案，他很可能成为美国电信业的龙头老大）。世界通信的成功应归功于其创始人本纳德·埃伯斯（Bernard J. Ebbers）在收购兼并方面的禀赋以及首席财务官司考特D·苏利文（Scott D. Sullivan）。从1983年成立至2001年，世界通信共完成了65项重大收购兼并。 2002年7月21申请破产保护前，世界通信是一个业务范围覆盖65个国家，拥有85000名员工、1000多亿美元资产、350多亿美元营业收入，为2000多万个人客户和数万家公司客户提供语音话务、数据传输和因特网服务的超大型跨国公司。 首先发现世界通信财务舞弊的是内部审计部的副总经理辛西亚·库伯（Cynthia Cooper），2002年末被评为《时代》杂志一年一度的新闻人物（此外，还有安然公司的雪伦·沃特金斯（Sherron Watkins）和联邦调查局的柯琳·罗莉（Coleen Rowley）） 2002年2月8日，世通降低了2002年度的收入和盈余预测，并计划在第二季度计提150至200亿元的无形资产减值准备；3月12日，SEC正式对世界通信的会计处理立案稽查；4月3日，世界通信宣布裁员10%（8500名）；4月30日，世界通信的创始人本纳德·埃伯斯（Bernard J. Ebbers）因卷入4.08亿美元贷款丑闻而辞去首席执行官职务；5月9日，穆迪斯(Moody, s)和菲奇(Fitch)等信用评级机构将世界通信债券的信用等级降至“垃圾债券”级别；6月5日，再次裁员20%（17000名）；6月20日，因资金周转紧张，推迟了优先股的股息支付；6月24日，世界通信的股价跌破一美元（1999年6元最高股价增达到64.50美元）。6月25日傍晚，上任不到两个月的首席执行官约翰·西择摩尔（John Sidgmore）宣布：内部审计发现，2001年度以及2002年第一季度，世界通信公司通过将支付给其他电信公司的线路和网络费用确认为资本性支出，在五个季度内低估期间费用、虚增利润38.52亿美元。世界通信的股票交易被纳斯达克紧急停牌三天，复排的第一个交易日，股价跌至0.06美元（前一日的股价跌至83美分）。许多美国主流媒体将世界通信的英文缩写“Word Com”改为“Word Con”（世界骗局），正在加拿大进行国事访问的布什总统公开表示震怒。6月26日，SEC以超乎寻常的速度向联邦法院递交了诉状，对世界通信提出证券欺诈指控，与此同时，美国司法部和国会宣布对世界通信的财务丑闻展开调查；7月21日，世界通信向美国破产法院纽约南区法庭申请破产保护，申报的资产总额高达1070亿美元，成为美国历史最大的破产案（据专家估计，资产的公允价值约为150亿美元，而世界通信的负债总额接近450亿美元，资不抵债约300亿美元）；7月31日，纳斯达克将世界通信的股票摘牌；8月1日，对财务丑闻负有不可推卸责任的世界通信前执行副总裁兼前首席财务官司考特D·苏利文（Scott D. Sullivan）以及前副总裁兼主计长大卫·迈耶斯（David F. Myers）被联邦调查局逮捕；8月8日，世界通信宣布1999年和2000年度的税前利润被高估了34.66亿美元；11月5日，再次披露又发现了20亿美元的虚假利润，至此，世界通信承...
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...WorldCom history The history of WorldCom Company dates back in 1983 which started as a partnership between a former basketball coach Bernard Ebbers. This company was established at Mississippi as a coffee shop, which later developed to long distance Telephone Company. The company’s name initially was Long Distance Discount Service whose operations began on 1984. After several years in operation, the company became public in August 1989 with Bernard Ebbers as the company’s CEO (Moberg 4). Over the years, the company developed through mergers and acquisitions and becomes public in the year 1989. The notable merge which enabled the company to go public was the merger with the advantage companies Inc. This led to changing of the name from just LDDS to LDDS WorldCom in 1995 and to just WorldCom a year later (Moberg 4). In 1993, the company acquires long distance providers in the name of Resurgence Communications Group and Metromedia communications. This made history as the fourth largest long distance communication firm in United States. There were also several other mergers and acquisitions such as with IDB in 1994, WilTel in 1995, MFS communications in 1996, and the greatest merger which involved MCI communications. In 1998, WorldCom completed the merger with MCI at a cost estimated to be $40 billion. This was viewed as the greatest merger after brooks fiber properties and CompuServe which were valued at $ 1.2 and $ 1.3 billion respectively (Moberg 6). Another notable aspect...
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...Final Paper: Case Study of WorldCom Financial Statement Fraud Introduction This paper will discuss the financial statement fraud committed by WorldCom by examining what led up to the fraud, who committed it and why, and the impact it caused on various stakeholders and the economy. WorldCom applied aggressive and undisclosed accounting tactics to provide financial statements that reflected a $10 billion profit for the years 2000 and 2001, rather than the actual combined loss of $73.7 billion that occurred (Romar, 2006). Opportunity, pressure, and rationalization were all present in this severe example of financial statement fraud which had a devastating impact on stakeholders globally. Basis for Understanding Financial Statement Fraud Prior to taking a deep dive into this specific example, it is important to first understand what constitutes financial statement fraud. Financial statement fraud can be defined as “deliberate misstatements or omissions of amounts or disclosures of financial statements to deceive financial statement users, particularly investors and creditors” (Wells, 2011, p. 299). Financial statement frauds can be broken down into five distinct categories: fictitious revenues, improper asset valuations, concealed liabilities and expenses, timing differences, and improper disclosures” (Wells, 2011, p. 292). The History of WorldCom “WorldCom began in Mississippi as a small provider of long distance telephone services” (Lyke, 2002). However, due to deregulation...
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...of a dividend the employees get more stock. Then all of a sudden one March morning all these millionaire managers wake up to discover they are not only now worth just a few hundred bucks, but that their jobs were disappearing. This situation was a reality for many WorldCom workers, because on that March morning America’s largest fraud at the time had been reported. WorldCom was a publicly traded corporation established in 1983 to provide Long Distance Discount Services (LDDS) (Internet Services, 2011). Through the acquisition of other businesses Worldcom became the world’s second largest telecommunication company. LDDS began by leasing a wide-area telecommunications service (WATS) line and resold time to other businesses (Internet Services, 2011). WATS is a form of fixed-rate long distance telecommunication service in which certain area codes, such 800, 888, or 877, are reserved for businesses and when customers call these numbers they are not charged for long-distance but rather the business is charged as a subscriber of the WATS service (Rouse, 2006). Beginning in 1988, LDDS began growing through the acquisition of other companies such as Telephone Management Corp., National Telecommunications, IDB WorldCom, and WilTel Network Services (Internet Services, 2011). In 1989, LDDS went public through the acquisition of Advantage Companies Inc....
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...Communications acquired MCI/WorldCom and SBC Communications acquired AT&T Corporation, which had been in business since the 19th Century. The acquisition of MCI/WorldCom was the direct result of the behavior of WorldCom's senior managers as documented above. While it can be argued that the demise of AT&T Corp. was not wholly attributable to WorldCom's behavior, AT&T Corp.'s decimation certainly was facilitated by the events surrounding WorldCom, since WorldCom was the benchmark long distance telephone and Internet communications service provider. Indeed, the ripple effect of WorldCom's demise goes far beyond one company and several senior managers. It had a profound effect on an entire industry. 2.0 Introduction Between July 2002 when WorldCom declared bankruptcy and April 2004 when it emerged from bankruptcy as MCI, company officials worked feverishly to restate the financials and reorganize the company. The new CEO Michael Capellas (formerly CEO of Compaq Computer) and the newly appointed CFO Robert Blakely faced the daunting task of settling the company's outstanding debt of around $35 billion and performing a rigorous financial audit of the company. This was a monumental task, at one point utilizing an army of over 500 WorldCom employees, over 200 employees of the company's outside auditor, KPMG, and a supplemental workforce of almost 600 people from Deloitte & Touch. As Joseph McCafferty notes, "(a)t the peak of the audit, in late 2003, WorldCom had about 1,500 people...
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...CASE 3 : Accounting Fraud at WolrdCom Table of Contents Introduction....................................................................................................................... 1 Question 1 .......................................................................................................................... 2 Question 2 .......................................................................................................................... 4 Question 3 .......................................................................................................................... 6 Question 4 ........................................................................................................................ 10 Question 5 ........................................................................................................................ 16 References........................................................................................................................ 24 BKAL 3063 Integrated Case Study 0 CASE 3 : Accounting Fraud at WolrdCom Introduction WorldCom, US second largest telecommunication company shocked the world by filing bankruptcy at 21 July 2002. The WorldCom filing surpassed Enron and became the largest bankruptcy filing in United States history. Due to its rapid growth, WorldCom is also heavily in debt as they finance the company growth with debt. The collapse of WorldCom did not just affect their employees, retailers, the government...
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...Accounting: Accounting Fraud at WorldCom Date: 1/26/2015 3. What are the pressures that lead executives and managers to "cook the books"? The CEO and CFO of WorldCom wanted to “cook the books” because they wanted to keep the company’s stock price growing. Managers and accountants “cook the books” because they are forced to do so by their CEO and CFO. WolrldCom CEO Ebbers believed that increasing the stock price is their number one priority, so he set up a goal for the corporation--“The goal of WorldCom is to be the No.1 stock price on Wall Street”. In the 1990s, WorldCom built their revenues quickly by acquiring other companies. That’s how they do to meet their expected growth. However, when they tried to merger Spring, they were blocked by the Justice Department. When they failed to expand their company by merging other companies, the executive team got lost and not sure how to expand the company in a legal way. As a result, WorldCom’s revenue growth slowed. At the same time, the Dot-com bubble started to burse, so the revenue for the whole telecommunication industry begun to decrease. However, Ebbers wanted to remain the same Expense-to-Revenue Ratio to ensure stock price moving in favorable direction. Which was impossible at that time for WorldCom to fulfill without making the number up. Therefore, the executives decided to “cook the book” to increase the stock price and meet their goal by making the false entries. For the accountant, they are...
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...ETHICS IN ACCOUNTING: THE WORLDCOM INC. SCANDAL Conf.univ.dr. Lucian Cernuşca “Aurel Vlaicu” University, Arad, str. Piaţa Sporturilor, nr. 10, bl. 25, apt. 7, 310167 Arad, Phone: 0730468534, luciancernusca@gmail.com What is ethics? What does ethics have to do with accounting? How does a scandal affect the business environment and the society? This article will explain just those questions by analyzing a “famous” fraud scandal: WorldCom Inc. The article discusses the chronology of events that lead to the WorldCom Inc. collapse and explains how the figures were manipulated for the owners’ interest and what the accounting scam was. The article ends with the consequences of the scandal and what the effects were on the society and business environment in general. JEL Classification: M4 Accounting and Auditing Key words: ethics, accounting, bankruptcy, WorldCom Inc., expenses. What is ethics? Why ethics in accounting? Ethical values are the foundations on which a civilized society is based on. Without them, the civilization collapses. In business, the purpose of ethics is to direct business men and women to abide by a code of conduct that facilitates public confidence in their product and services. In the accounting field, professional accounting organizations recognize the accounting profession’s responsibility to provide ethical guidelines to its members. Ethics must and should be taught. People are not born with the desire to be ethical or be concerned with...
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...Executive Summary In this case of accounting fraud at WorldCom, we have identified problems which had grew as the business scale of WorldCom (formerly known as LDDS) expanded, its direction of business started to drift away when its attempt to merge with Sprint was terminated by the U.S. Justice Department and the telecommunication industry started to deteriorate in 2000. The managers, particularly Bernard J. Ebbers and Scott Sullivan, struggled to maintain the company's main performance indicator, the Expense-to-Revenue (E/R) ratio in order to maintain its lucrative image. As the size of the organization increase through extensive mergers and acquisitions, the corporate culture of the company was all jumbled up and there were no uniformity in the management policies in each department. Furthermore, the company's focus on building revenue and disregarding the long-term costs had caused the company burdensome amount of expenses. While the telecommunication industry decline, the managers was forced to use extremity to sustain the good image of the business, thus started to manipulate the accounts, specifically through the release of accruals and capitalization of costs. The conduct was performed through monarch orders by the top management commanding the General Accounting Department to manipulate the accounts, restricting the scope of inquiry of the Internal Audit Department, misleading the External Auditor and also the Board of Directors. Executive Summary Table of Contents ...
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