Ethics Case Dilemma

Accountants owe the duty to act in a professional and ethical manner concerning clients, as well an obligation to respect the laws that are involved with the profession. This is where a crossroads of ethics and legalities are formed and potentially the defining point of crucial decision-making. Stephen Richards and his actions under employment with Computer Associates (CA) are then examined in light of this concept.

The behaviors and attitudes of the auditor’s was very professional in exercising due diligence and proper training in the following manners. Oloff tried to contact the attorney several times by phone, left five messages and when she inquired about voice mail and email received a no answer to both types of technology. She also tried to set an appointment but was fended off of this type of communication as well. Corliss was put off about speaking with the previous auditors by the owner citing that there were personality conflicts and his concern was they would speak ill of the company. Corliss reminded him that it is required part of the procedure to accept them as a client. Gabelli investigated the going concern aspect, in

Accountants and auditors are often faced with having to make decisions that bring ethics into question. The American Institute of Certified Public Accountants (AICPA) sets the standards for professional conduct that dictates what accountants are allowed to do and what they are not allowed to do. However, issues do arise that have not been addressed by the AICPA and when this occurs it is up to management to use their best judgment to make a determination about the ethical implications of their actions (Allen, 2011).

Peter Harmon did in fact breach Accounting Professional & Ethical Standards Section 120.1. This section states that accountant has to be objective and “The principle of objectivity imposes an obligation on all Members not to compromise their professional or business judgment because of bias, conflict of interest or the undue influence of others.” (Section 120.1, http://www.apesb.org.au/uploads/standards/apesb_standards/standard1.pdf).

This ethics case focuses on a non-partner manager for a CPA firm who decides to leave the firm to work in the private industry. The manager’s name is Candy Bookit and the CPA firm she was working for is Ima, Sharp and Crooke. The case begins with Candy deciding to leave the CPA firm to accept a controllership position with Artifice Company, a company who was a client of her CPA firm. Artifice Company was a holding company for a group of family-owned corporations that were all heavily involved in government projects. The company consists of a series of more than twenty businesses owned in whole or part by the Addams family. While with the CPA firm, Candy was involved with the business consulting end of the relationship in

In today’s world several people face many different types of ethical dilemmas. When it comes to a person’s life, everybody has the want of wisdom. Also everybody has the aptitude to decide the best way of making decision and how to see those decisions out. These decisions can be anywhere from life-altering to daily choices and each person needs to keep in mind that every decision has a consequence that follows. A person can have a good or bad consequence depending on the situation, so it is imperative to keep this in mind when following the path of wisdom cautiously (Waddell, 2015). When making choices in life one might want to take into consideration the ethical dilemma, core beliefs, resolution, evaluation, and comparison before coming to a final decision.

The three of them were to discuss the upcoming audit and the earnings announcement and how they would impact the proposed SEO. He rubbed his tired eyes and headed home to get a little sleep. MEETING OF THE ACCOUNTING STAFF: 10:30AM Simon looked up as the divisional controllers, Elsa Pilebody and John Mortenson, came into his office. Elsa worked with Frosty Co.’s fridge and freezer division; John worked with the ice maker and snow cone machine division. So far, Simon had enjoyed working with them, especially since neither of them seemed to resent him stepping in as their new boss. They were both smiling as they came through the door, and their good-natured teasing started almost before they had finished shaking hands. ‘‘Sorry we’re a little late,’’ Elsa started, ‘‘but John had to stop for the last jelly donut.’’ ‘‘I did not!’’ John said indignantly. He looked at Simon. ‘‘It was chocolate.’’ Because of his busy schedule that day, Simon got down to business instead of joining the banter as he normally would have done. ‘‘Thanks for coming by, Elsa and John. We have several issues to discuss before I have to meet with Jane and Doug this afternoon.’’ He paused for a second. ‘‘I’ve spent the past week going over the financial statements. Overall, they look well done, but I need clarification on a few details. To start with, I want to discuss the construction project we began last year.’’ ‘‘That’s our big project at the moment. We’re building a new

Dick’s continued control of his anger has a direct impact on Mike’s anger. The chore system continues to be successful, because of both the client’s dedication.

Only a few weeks passed before she knew how to effectively perform her duties and tasks required of her position. In any instance, if she was asked to stay at work late to meet report deadlines, without hesitation, her response would be “Of course!” (Schermerhorn, 2012). This shows satisfaction and a positive view of her job responsibilities, being eager to get the work done when needed. On a separate occasion, Mary was sent with a team to Costa Rica to check on issues in one of the company’s manufacturing facilities. This was a three week period in which the team stayed in poor conditions, living in the heart of the jungle. Regardless of these situations, Mary and her team were able to find the center of the issues, fix the problems, and put together a report. According to the head of her team, Mary was the most vital part of the investigating team. The head of team wrote a note to her manager stating “of the superb job Mary Jones did…Her suggestions and insights into the reporting system were invaluable,” (Schermerhorn, 2012). This shows her perseverance. After this, it was time for Mary’s annual

Davis mentioned that Lloyd was concerned about his egos and set impracticable goals and made promises without consulting the other departments. The lack of communication between Lloyd and the other departments resulted in missed deadlines. To solve the many issues in the organization that Boyer’s previous attempt had failed to solve, Boyer hired Carla Reese a “heavyweight” organizational consultant with fast growing high-tech companies to help reestablish positive working relationships within the company. Carla met with each SVP individually to gain trust and understand their interest and concerns. Two issues that were alarming was Boyer’s questioned leadership skills and SVPs enmity towards Dave Lloyd. Upon completion of the interviews Carla identified four main issues-- lack of trust and communication among senior executives, inconsistent decision-making, confusion about goals and priority, and poor coordination-- among

In addition to these brewing issues, Peter’s boss, Bill Lumbergh, is known for being a stickler to rules, however trivial they may be. For example, when Peter forgets to include the cover sheet to a TPS report, not only does Lumbergh personally talk to Peter to remind him about the cover sheet for future reports, but also sends the next

The case “When is Resignation not Enough” details an ethical dilemma encountered by Page Nolan. She left Smith, Jones, & Brown (SJB) CPA firm in 1989, to go into private business. Anonymous Company (AC) hired Page as a controller. Page’s job requirements were to ensure accounting books of interrelated business were correct, income and expenses were properly recorded and assigned, and government requirements were met.

As an objective auditor, Arthur Andersen violated its own fundamental ethical responsibilities by overlooking and allowing questionable accounting practices to dominate it operations. Arthur Andersen had an ethical repossibility to challenging these practices and even if it meant losing a valued customer and financially lucrative business opportunities. The firm showed a total lack of integrity and violated every rule of ethics governing the

Abstract. The article reviewed was Ethics and the Auditing Culture: Rethinking the Foundation of Accounting and Auditing. The key of the abstract is to demonstrate how traditional ethical settings led to unethical behavior and financial scandals of Enron, WorldCom, and Arthur Anderson (p. 271). The authors emphasize the role of the AICPA Code of Conduct and ethical perspectives for accountants and auditors.

It is, without a doubt, imperative that accountants today must be ethical. “Most ethical dilemmas managers face in the workplace are highly complex,” says “Public Relations Tactics” (19). Businessmen, particularly accountants, manage and oversee assets so large that even a moment of unethical behavior could be detrimental to a company. One incorrect spreadsheet has the ability to show that millions of dollars never came in, that millions have been lost, or even that millions are still there even though they have been transferred into a personal account completely separate of the company. To avoid hiring corrupt, greedy accountants, companies began giving out a written ethics test as part of the hiring or training process. They were using questions like “If you watched a twenty dollar bill fall out of someone’s pocket as they left the room and there was no one else