Case Study : The Top Management Team

These actions created an unethical environment, while the corporation had ethical values stated for employees to follow. However, management created pressure to meet goals causing employees to falsify accounts to meet their targets.

A leader is described as a person who guides or directs a group, but I believe it is so much more than that. A leader is a person that inspires people to do good and does good themselves. Due to my extensive volunteer work, I believe that I qualify as a fairly good leader. My outstanding leadership is shown clearly in my participation in community theatre. I have participated in the theatre community at Top Hat Productions, a theatre company located near me, for a couple years. My leadership in this company is shown through my ability to get people involved and my own participation.

In this paper we will examine the management style of Google Inc. We will also evaluate two key changes in the selected company's management style from the company's inception to the current day. Indicate whether or not you believe the company is properly managed. As well as explain senior management's role in preparing the organization for its most recent change. Provide evidence of whether the transition was seamless or problematic from a management perspective. Also we will evaluate management's decision on its use of vendors and spokespersons. Indicate the organizational impact of these decisions. And we will look

One of the challenges I will face as a CEO is the result of reduction in payments from Medicare and the financial strain it will cause on my hospital. Providing quality care and remain financially strong in a system of fee for service (Weiss, 2010). We have payment systems which reward in units of work not for the care outcomes. We must provide increasing efficiency, care that is appropriate and using resources wisely all in the best interests of patients.

The case study that was analyzed is, “Unauthorized Disclosure: Hewlett-Packard’s secret Surveillance of Directors and Journalists,” by Anne T. Lawrence, Randal D. Harris, and Sally Baack. The ethical issues presented through the case deal with Hewlett-Packard Company (HP). HP is a major international company in the computer and technology market. The company describes itself as a “technology solutions provider to consumers, business and institutions globally.” Their credo is called “HP way”, which focuses on points such as trust and respect for individuals, high level of achievement and contribution, business conduct with uncompromising integrity, objectives through teamwork, and encouragement of flexibility and innovation (Newman). The problems faced by HP’s board of directors were a lack of accountability with HP’s credo. If the “HP way” was followed by them, these ethical issues would be avoided. It also promotes a bad example by the high-level of management of this globally powerful organization.

Time is running very fast and we would like to go to the next step.

For instance, the Enron scandal in 2001 in United State. Enron was an extraordinary successful energy corporation and was named by Fortune as "America's Most Innovative Company" for six years. However, the company was bankruptcy due to their accounting fraud at the end of 2001. One of the trigger behinds this scandal is the profit-pushing culture among the company, all the mangers is motivated to compete instead cooperate. Enron, as an executive company, would have certain level of supervision on their accounting information system. Nevertheless, the directors and officers were still trying to uses the accounting loopholes to hide their monetary failures and mislead the numerical statement. The fatally flawed tone in Enron leads to a negative working environment. As a result, the Enron's accounting quality has dropped to the bottom. Another example is the Groupon, Inc, an American company that sells special deals to its customers, whose tone at the top is to putting up on good numbers without considering the actual result. In the end, the company was observed overstating revenue by using unaccepted practices. Thus, a poor tone at the top will result in a weak internal control and accounting reliability, which mislead the investors

On March 15, 2005 former CEO of WorldCom, Bernard Ebbers sat in a federal courtroom waiting for the verdict. As the former CEO of WorldCom, Ebbers was accused of being personally responsible for the financial destruction of the communications giant. An internal investigation had uncovered $11 billion dollars in fraudulent accounting practices. Later a second report in 2003 found that during Ebber’s 2001 tenure as CEO, the company had over-reported earnings and understated expenses by an astonishing $74.5 billion dollars (Martin, 2005, para 3). This report included the mismanagement of funds, unethical lending practices among its top executives, and false bookkeeping which led to loss of tens of thousands of its employees.

Forever Young will hire one full-time employee to act as the store manager and lead salesperson. In terms of personal traits, this person will be highly motivated and independently make certain decisions as a team member. This person will have a college degree and possess emotional intelligence. This will allow them to have great communication skills, to be personable, approachable, and capable of delivering excellent customer service. This worker will also be hard working, dependable, and inspire employees to work just as hard. The store manager will have to have experience with retail, management, and experience working QuickBooks Pro.

This paper describes the case of Olympus, a Japanese manufacturer of optic equipment, at which in early 2012 a scandal was uncovered which was soon dubbed to be one of the largest loss-concealment schemes of Japan. In the 1990’s, Olympus incurred significant losses on financial investments made. These were subsequently hidden with the aid of investment companies by shifting the investments around. In the 2000’s, these losses were to be repaid by paying exorbitant merger and acquisition fees to these investment companies. After newly-appointed CEO Michael Woodford blew the whistle on these frauds, the company got into trouble. Our research into the events leading to this

Business Industry has witnessed the outcomes of bad moral decisions taken by business leaders. Enron’s story is only one example of corporate scandals and cases of bad moral decisions, which has not only shaken the public trust in corporations, but also affected the bank accounts of investors and employees. Before the bankruptcy of Enron; it was included in one of the fortune 500 companies after its fraudulent accounting case the share went down to $1 (Enron scandal, 2010; PBS, 2002; Godwin, 2006; Godwin, 2008).

A web-enabled platform was introduced, which was integrated with group-work, whereby the specially-trained ‘coach’ of the group could relay feedback and advice to participants. Bajer, the specialist who came in to aid the process, noted that after 100 days new behaviours and new ways of doing things had formed, with new language coming with this. Employee engagement, measured each year, was at an all-time high. The message that was taken from this was ‘it is possible to change the culture of an organisation... no matter how challenging it might seem at the start’ (Losada and Bajer, 2010). Similar success can be seen with NUMMI, a joint venture between General Motors and Toyota, outlined by John Shook (2010). What was seen here mainly affected the chronically under-performing Fremont plant of GM, but did have significant effects across the company. Previously there had been a culture upon which management had no control over. Quality had been known to be sabotaged and absenteeism often reached 20%; more than anything the culture was ‘anti-General Motors’. However, after the majority of workers were sent to Japan for training and then the adoption of not only Toyota’s stop-the-line production system1, as well as some of their key principles, a mutual trust was formed and the culture was reformed. Toyota’s ‘Respect for People’ tenet (Shook, 2010) summarised the vast change that had

Fatimah is a 30-year-old woman who owns and manages her own fashion brand label and design company. She started her business 2005. In addition to managing her business, Fatimah is the mother of three adorable kids, ages 5, 7, and 9. In her fashion company, she heads a team of 26 employees ranging from tailors, salesperson, drivers, and secretaries. Fatimah supervises operations, coordinates her staff, and displays good leadership and communication skills. She also interacts regularly with clients and suppliers.

A multitude of choices made by executives at WorldCom led to the ultimate demise of the company as it was previously known, the employees and their livelihoods’, and the trust of the American people. In a time when corporations fail to set ethical standards and provide transparency to investors, how do we change corporate culture on a national level? By analyzing choices made to improve stock prices and company image that ultimately result in failure-- we can guide

This paper will discuss the corporation WorldCom, a telecommunications company that was based in Mississippi. In 2002 WorldCom was involved in one of the largest accounting scandals in the United States. WorldCom inflated its assets by nearly $11 billion dollars, which eventually lead to about 30,000 employees losing their jobs, as well as, 180-billion dollars in losses for its investors. The CEO at the time of this accounting fraud was Bernard Ebbers and led to him receiving a 25-year prison sentence. This paper will go into the details of how WorldCom was able to manipulate its accounting records to deceive its internal auditors, as well as, investors.