KHF CORPORATION
SEEDS OF DISTRESS
Jim Layton, controller for Kitty (Hawk Food), Inc. (KHF) was under considerable stress as he walked toward the chief executive's office. Marshall Horne, the CEO, was not known to take bad news well. In his hands, Jim held two letters from food suppliers that threatened to cancel KHF's trade credit accounts. KHF had developed difficulties in cash flow such that their payments on the accounts had been late, at best. The suppliers provided normal trade terms to KHF, with a 2% discount for early payment (within 10 days), and a 30 day limit. No purchase limits had been placed on the firm.
KHF had depended heavily on trade credit for the recent expansion of its service area into the Outer Banks of North
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"Alright, what's up?"
"I have some correspondence from some of our business contacts," said Jim. He was trying to avoid discussing the details in front of Tibbs, but Horne didn't stop the game. "It's rather pressing."
"Well spit it out!" said Horne, obviously getting more agitated. Jim hesitated. "Well?" nudged Horne.
Jim took a deep breath. "Our two biggest suppliers are threatening to cut us off" said
Jim. Horne looked up suddenly. Tibbs looked shocked.
"And HOW did you get us into that?" roared Horne, trying to save face. "Lets' see," he said, snatching the letters from Jim. "I'll be right back," he said, looking back at Tibbs.
Outside the office, Horne scowled at Jim. "What are you thinking, saying that in front of a customer?"
"I tried to avoid it - I asked you to give me a few minutes," replied Jim.
Horne read the letters. "Isn't it your job to keep these things from happening? What did they teach you at that business school anyway? If you want something done right, you have to do it yourself. I'll go see these idiots today and set things straight. Cut me two checks for the balances." Jim stood his ground. "Unfortunately, we haven't collected most of our customer accounts. We don't have enough in the account to cover even half of one of these" replied
Jim. Both of them knew that Horne was supposed to collect accounts due as he made the rounds of his customers.
Horne smacked the letters in frustration. "Get back to
IgG – funtions in neutralizing, opsonation, compliment activation, antibody dependent cell-mediated cytocity, neonatal immunity, and feedback inhibition of B-cells and found in the blood.
a. Accounts Payable and Accrued Expenses please provide a detail [sic] explanation why there is a $50,951.18 debit balance in this account?
When Maalick originally went to Marta Ford he spoke to her about the questions regarding his religion his co-coworkers had been asking. Rather than disregard his concerns she should have been proactive in addressing the issue rather than waiting until it got worse. She could have held a meeting with everyone in the facility and reminded them of the company policy regarding harassment. According to Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012) companies that are proactive toward issues are better prepared to deal with future problems. Had she done this the issue likely would not have escalated to the point that it became a hostile work environment for Maalick. To prevent the situation from happening in the future Marta Ford could provide additional training to all employees and require annual retraining so that all employees and management are aware of company policies.
3. Understanding that HIV is a retrovirus (a virus that uses reverse transcriptase), answer the following questions:
1. Write a client outcome to help Mrs. Ross resolve the symptoms (i.e., defining characteristics). Refer to Section III (beginning on p. 119) of the Ackley and Ladwig text.
He would feel just as bad even if he turned Jim in. To keep jim was the most handy thing to do. 3. Why don't the slave hunters get Jim?
Martin, a behavior analyst, is working with Sara, a 14-year-old girl with severe developmental delays who exhibits self-injurious behavior (SIB). The self-injurious behaviors included pulling her hair, biting her arm and banging her head against the wall. After conducting a functional analysis, Martin decided to employ an intervention program consisting of differential reinforcement of other (DRO) desired behavior. Martin collected data on Sara's SIB before and during the intervention. Below is a depiction of the data that Martin collected:
"Stop what?" Jackson snickered as he once again kicked the back of my seat, "I don't understand what I'm doing wrong."
Tom compensates Jim by giving him a bunch of money, and people start to treat Jim
into believing that Jim had dreamt up the whole scenario. Jim actually believed him, but then he
This is similar to how Jim was still treated poorly and given a minimum compensation, even after everything he has given and sacrificed to
The applicants are morally correct as long as their action promotes their long term interest. If their action produces or will produce for them a greater outcome of good, versus evil in the long hall than any other alternative, than that action is the right one to act on, and the individual should take that to be a moral act. An Assessment of Morality by Ethicsinbusiness.net
Support: The Company’s revenues increased considerably (19%). However, the Accounts receivables also increased significantly (38%). Increase in revenues are generally associated with a proportional increase in the allowance for doubtful debts. By not reporting a significant ‘allowable for bad debt accounts’, the company is able to overstate its profits and could be a cause for concern in the long run, if the receivables turn out to be bad.
And the company is suffering from liquidity challenges because it is not in a position to finance its day-to-day activities, so its bank account stands over drawn. This situation has impacted negatively on the company's ability to repay its earlier loans and customers are upset because of delayed delivery.
Although the company seems to be profitable, it has faced shortage of cash. It happened due to increase in Accounts Receivable as well as Inventories. On the other hand, Accounts Payable does not increase that rapidly and difficulties regarding cash collection become evident. Furthermore, the cash collection cycle becomes larger (59 days in year 2003, while more than 70 in year 2006).