I'm stuck on how to answer these questions, any sort of help will be highly appreciated. Thanks. Case Study: THE WAGES OF SIN?Chris Dykstra, the person responsible for loss prevention at Westwind Electronics, took a deep breath before he launched into making his case for thechanges that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, thecompany's chairman and CEO, was the son of the founder of the local, still-family-owned consumer electronics chain. He'd inherited not only thecompany, but also his father's strict moral code. I think it's time to follow the lead of other stores, Chris began. He pointed out that most other retailersdidn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwindcurrently had the zero tolerance policy towards theft that Ross's father had put in place when he started the business. Chris wanted to replace that policywith one that prosecuted only individuals between 18 and 65 years who had stolen more than $40 worth of goods, and who had a previous history of theftat Westwind. In the case of first-time culprits under or over these ages, he argued for letting them off with a strict warning, regardless of the value of theirill-gotten goods. Repeat offenders would be arrested. 'Frankly, the local police are getting pretty tired of having to come to our stores every time a teenagersticks a DVD in his jacket pocket, Chris pointed out. 'And besides, we just can't afford the costs associated with prosecuting everyone.' Every time hepressed charges against a shoplifter who'd made off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employeesovertime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already ina losing battle with mass retailers that were competing, all too successfully, on price, so passing on the costs of its zero-tolerance policy to customerswasn't really an option. Let's concentrate on catching dishonest employees and those organised-theft rings. They're the ones who are really hurting us,Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, who was bothan astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he'd no doubt say that theft was theft,and that setting a minimum was tantamount to saying that stealing was acceptable just as long as you don't steal too much. He looked at Chris. You know,we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like betterthan testing limits. It's almost an invitation to see if you can beat the system.' But then Ross faltered as he found himself glancing at the latest financialfigures on his desk - another in a string of quarterly losses. If Westwind went under, a lot of employees would be looking for another way to make a living.In his heart, he believed in his father's high moral standards, but he had to ask himself: just how moral could Westwind afford to be?Q1. Identify two significant issues that Westwind faces from the information in the case study.a) Explain why these are issues(explain briefly)b) What would you recommend that Westwind should do to address the two issues (brief solution)Q2. Referring to the management functions ( Planning, Organising, Leading and Controlling), in which management function(s)explain how that particular management function(s) you selected had resulted in the financial problem in Westwind. (please explain thoroughly in detailfor me)?the system fail? Please

1. Success in running a business depends on several factors. Managers need to devise a strategy,…

Q1. Identify two significant issues that Westwind faces from the information in the case study. a) Explain why these are issues(explain briefly) b) What would you recommend that Westwind should do to address the two issues (brief solution)

Q1. Identify two significant issues that Westwind faces from the information in the case study. a) Explain why these are issues(explain briefly) b) What would you recommend that Westwind should do to address the two issues (brief solution)

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 1SGB: Create a Group Control System Step 1. From into groups of three to five students. Each group will...

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Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
You are a newly hired fraud examiner. You have been asked to write a preliminary report on the Paving Company Case scenario. In your response, the following points must be addressed fully: a) Determine the type of fraud committed and describe the symptoms of fraud that might be evident to an investigator. b) All frauds involve key elements. Identify and describe using examples the elements of the Sharp's fraud. c) In the scenario, Sharp’s employer has been putting more emphasis on controlling costs for the various businesses. With the slowing of overall spending in the construction sector, Travolta had ordered managers to closely monitor expenses. He had sold several companies and has given vice presidents greater responsibility for statements of financial positions. What positive and negative consequences might this pose to the company in future fraud prevention? Outline at least three of each type. d) Describe Fine Works Paver’s fraud prevention programme…
As a result of completing this case, what is something that be learned from this case? The case study focuses on Mr. Hans Overmayer, the marketing vice president of Motofabrikverk S.A.'s Industrial Controls Division in Zurich, Switzerland, in 1983. The company was losing money in the numerical control market as a result of a drop in global demand for machine tools induced by the recession and fierce competition. Background information on the company, its products, research and manufacturing, and the numerical control industry is provided in the case study. Based on the information provided, Moto appears to be a company that specialises in the production and selling of numerical controls (NCs), which are computerised devices that steer machine tools. The company entered the NC sector in 1962 and by 1983 was the third-largest commercial provider of NCs in Europe. However, Moto's Industrial Controls Division (ICD), which is in charge of the NC business, reported a 5% loss in sales in…
Please read the case and answer the questions at the end. Please respond to two of your peers. Do you agree or disagree? Reliable Underwriters is a risk management firm that provides insurance services to large organizations. Part of its operation is a claims-processing center that employs 156 clerical workers. These workers interact with clients to answer questions and provide information about the status of claims. Reliable has a corporate objective of obtaining the highest possible customer satisfaction ratings. However, recent customer satisfaction surveys suggest that some of the clerical workers are not adequately meeting clients' needs. As part of an initiative to increase customer satisfaction, the management team of the claims processing center has decided to change the performance appraisal process. In the past, ratings have been made on a 5-point scale. A score of 5 represented outstanding performance, a score of 1 represented unacceptable performance, and a score of 3…
Kaily Bach was recently promoted to the managing director's position at Big Wheel Bikes, Inc. Kaily was told by her boss that she received the promotion because he believed she had the management skills necessary to help the company become more efficient and effective. During her first week, Kaily first compared the actual revenues and expenses of the company with desired results. She also met with employees to get their feedback and suggestions. Armed with this information, she formulated the future course of action for Big Wheel Bikes. One of her short-term goals is to provide the employees of Big Wheel Bikes with flexible working schedules. Another short-term goal is to create business lunches, in which groups of five employees meet over lunch to discuss organizational objectives. Kaily is confident she can lead the company into a prosperous future. Refer to Big Wheel Bikes, Inc. Which managerial function is Kaily performing when she compares the actual revenue and expense…
Kaily Bach was recently promoted to the managing director's position at Big Wheel Bikes, Inc. Kaily was told by her boss that she received the promotion because he believed she had the management skills necessary to help the company become more efficient and effective. During her first week, Kaily first compared the actual revenues and expenses of the company with desired results. She also met with employees to get their feedback and suggestions. Armed with this information, she formulated the future course of action for Big Wheel Bikes. One of her short-term goals is to provide the employees of Big Wheel Bikes with flexible working schedules. Another short-term goal is to create business lunches, in which groups of five employees meet over lunch to discuss organizational objectives. Kaily is confident she can lead the company into a prosperous future. Refer to Big Wheel Bikes, Inc. Kaily's formulation of a future course of action for Big Wheel Bikes is an example of the…
Kaily Bach was recently promoted to the managing director's position at Big Wheel Bikes, Inc. Kaily was told by her boss that she received the promotion because he believed she had the management skills necessary to help the company become more efficient and effective. During her first week, Kaily first compared the actual revenues and expenses of the company with desired results. She also met with employees to get their feedback and suggestions. Armed with this information, she formulated the future course of action for Big Wheel Bikes. One of her short-term goals is to provide the employees of Big Wheel Bikes with flexible working schedules. Another short-term goal is to create business lunches, in which groups of five employees meet over lunch to discuss organizational objectives. Kaily is confident she can lead the company into a prosperous future. Refer to Big Wheel Bikes, Inc. Which of Clark Wilson's three skill categories is involved when Kaily implements the lunch sessions?…
Ayesha, a fundraising manager at a non-profit organization, her responsibility is to: approach businesses, local authorities, trusts and individuals to secure funding. Moreover, organizing and helping with fundraising activities such as sponsored or promotional events. She has a Conscientiousness personality and had experienced a bad incident last year with the public relations manager of a banking company who had committed to sponsor a charity event and then backed out at the last minute. This year, when a renowned international bank’s manager showed interest in sponsoring the Organization’s upcoming annual event, Ayesha rejected their participation. She felt that banks have a casual approach toward charity events and it is risky to involve them in the event.a. Do you think Ayesha’s attitude and behavior will or will not change over time? Explainb. Does personality have any influence on Ayesha’s decision? Relate it to Big Five Model of Personality Dimension and explain how it predicts…
According to a recent study of approximately 347 financial statement frauds by the law enforcement agencies, senior management is the group most likely to commit financial statement fraud. The CEO was involved in 72% of these frauds, and the CFO’s involvement was 65%. Either the CEO or the CFO was involved in 89% of the cases. Motives for senior managers to commit financial statement fraud are varied. Following are questions which might help to better understanding the reasoning behind. (a) Appraise the reasons senior management would overstate or understate business performance. Elaborate. (b) Why would CFOs cook the books even though they know that it is against the law? Elaborate.
Ayesha, a fundraising manager at a non-profit organization, her responsibility is to: approach businesses, local authorities, trusts and individuals to secure funding. Moreover, organizing and helping with fundraising activities such as sponsored or promotional events. She has a Conscientiousness personality and had experienced a bad incident last year with the public relations manager of a banking company who had committed to sponsor a charity event and then backed out at the last minute. This year, when a renowned international bank’s manager showed interest in sponsoring the Organization’s upcoming annual event, Ayesha rejected their participation. She felt that banks have a casual approach toward charity events and it is risky to involve them in the event. What changed Ayesha’s attitude? Support your answer with a theory or an example. Does personality have any influence on Ayesha’s decision? Relate it to Big Five Model of Personality Dimension and explain how it predicts…
Discuss the different ethical principles at stake when faced with a moral dilemma and the decision process. With the HIPPA law that was enacted, how does this help or hinder the laboratory staff as it relates to patient confidentiality.