The following are comments from practitioners about Quality Control.

Quality Control and peer review in the public accounting profession are governmental methods of regulating the profession. There are two effects of regulation. First it gives a competitive advantage to a national CPA firm because they already need structures to administer their complex organizations. Quality control requirements do not significantly affect their structure. Smaller firms now need a more costly organizational structure which has proven unnecessary because of existing partner involvement on the engagement. The major advantage smaller firms have traditionally is a simpler and efficient organizational structure. Now that has been taken away. Second, quality control and peer review are not needed to regulate the profession. The first four elements of quality control have always existed.

Do you agree with these comments relating to the public accounting profession?
Do you agree with these comments if they were directed towards the Internal audit profession?
Are quality control requirements worth their cost?

Please answer in full sentence format, 4-5 sentences for each question.

discuss whether Facebook has improved having a satisfying social life or undermined people offline relations?? (140 words)

Ahmed was waiting outside the cabin of his National Sales Manager, Ishfaq, for a meeting. Ahmed has been with cutting edge, a large company in office automation products. About a year back the company had launched high technology multipurpose products for the top end of the market and advertised for experienced sales executives in a leading newspaper. Ahmed, at that time was with a finance company and a star performer there. Due to economic crises and scams, the entire finance sector went in recession and he at the point was looking for a change. It was Ishfaq, who recommended Ahmed at all stages of the selection, he soon joined cutting Edge.

Ahmed liked the challenge of the new job, the environment and thought that he had made a right and a good decision. Three months later, he had been called by Areej, his boss, the head of sales for the north region. He was told in the meeting that for the last 3 months Ahmed has not picked up any sales for the company. Areej briefed him about his targets and asked Ahmed to meet him next week with his projections. In the next meeting, Areej did not look at Ahmed’s report instead asked him to concentrate on his calls and work. Although 5 months have passed, Ahmed could not get any big order but yes managed to pick up small products and contributed good amount.

Areej was not happy with these orders. He wanted Ahmed to sell new products. He wondered why Ahmed is selling old products in the market. Ahmed got disheartened and thought himself as a loser because everyone else in the office was making sales. He did not know what to do. “Saudi Television company is asking for a scanner free with 3 machines”, Ahmed shared with Areej.

Areej, “ How can you allow customers to dictate terms to you like this Mr. Ahmed”?

Areej was making appraisals at that time and was not happy with the performance of Ahmed and put his comments as” Not aggressive and shows no vision, he is slow and has not achieved his targets so far”.

When Ishfaq read these comments, he asked Areej to give him some time. He said, “Ahmed has a good record and has picked up business. May be he need little training on negotiations. You must train him” Areej wondered how he can teach someone skills but decided to accompany him to certain calls and try to improve the situation.

Next week, Areej accompanied Ahmed to a MNC and returned back office with an order of 13 big scanners and 5 printers. While driving back, Areej in an upbeat mood said, “Ahmed, what you have to do is to convince the customer that they have a need and do not be so rigid in negotiations, make ample leenway. Quote higher and come down slowly through the deal”.

Next day Ahmed was been asked to visit an existing customer, Ultra Channels and had a need of 12 scanners and 7 fax machines. Ahmed went to the office and discussed at length about their requirements. He found that since it is a liaison office and also the work force is just 20, so instead of 12 scanners and 7 fax machines, 8 scanners and 4 fax machines will serve the purpose.

The Branch Manager was impressed and appreciated Ahmed a lot over the phone to Mr Ishfaq.

Listening to the whole story, Areej got angry, called Ahmed, “Look, I have targets for my region and I have to achieve them. How can I do with people like you who go to the client and recommend them to buy less products. I do not understand how can you be so stupid”. This was on for 20 minutes and finally Ahmed said, “This is our duty to build an honest rapport with the client and also suggest them the best so that we can look forward for a long term relationship. I think this is the right way”.

Areej was upset and next week called Ahmed and a list of fixed clients. Areej said,” these clients were profitable at one point of time but because of competition have shifted. If will get extra incentive on bringing any order form these clients”. Areej was relieved on this shift as he was not keen to have Ahmed with him.

Hearing this, Ishfaq called Ahmed in his cabin and asked him, “Are you not happy with your work?”

Questions:

1) What is the major issue in this case?

2) Analyze the approach of Areej and Ahmed, which one is correct?

3) If you were Ishfaq, how you will improve the situation?

Anytown Hospital has an outstanding reputation for surgical services. The operating room supervi- sor and a surgical nurse told Bob Wright, the CEO, that Dr. Flipton, an anesthesiologist, was abusing the use of anesthesia gases in the hospital’s dental suite. He was reportedly seen by operating staff testing “laughing gas” by holding a mask against his face for short periods of time. This scene would be followed by a string of silly, seemingly meaningless jokes. Bob has repeatedly discussed this matter with the medical executive committee. The medical executive committee refuses to take any action without definitive action by the department chair. Bob suspects that if he pursues the matter further with the governing board, he could end up without a job. The governing body is generally unable to resolve disciplinary actions against a physician without support of the medical executive committee.

What do you believe the ethical issues are for Bob knowing that doing the right thing and job survival could be in conflict? Which of the following would you do if you were in Bob’s position, with two children in college and hefty mortgage payments? Explain your answer in detail.

The Vita Plastics Assembly Company (VPAC), which has its headquarters in St Louis, Missouri, is considering opening a manufacturing plant in an overseas country and transferring much of its current US-based production to the new plant. After extensive data collection and visits by managers to a number of possible countries Almeria has been identified as the most promising country for a new plant. A site near the capital, Lasia, appears to be highly suitable and a new state-of-the art manufacturing facility could be constructed there very quickly.

The decision on whether to go ahead with the move to Almeria will be based on the level of monetary savings in production costs that it is hoped would be generated over the next 10 years by opening a plant there. However, there are a number of risks associated with these savings and, for simplicity, the level of savings has categorized as either high, medium or low. If a move to Almeria does go ahead, VPAC will review the success of its investment after the first five years and will have the option of withdrawing from that country and returning operations to the USA if this appears to be appropriate.

Almeria has a relatively new democracy which was created following the overthrow of a military dictatorship that had ruled the country for nearly thirty years. However, there is considerable poverty and unemployment rates have recently been as high as 38%. The current government is therefore keen to attract foreign investors, but it only has a narrow majority in the country’s parliament. Despite the efforts of the government widespread corruption has persisted and Almeria is ranked 5th in the World league table of corruption. Corruption is partly responsible for the neglect of the country’s road and rail systems which are now amongst the worst in the region.

If a decision is made to relocate to Almeria there is a risk that a new government will come into power and nationalize all foreign investments. There is thought to be only a 0.05 probability of this happening during the first five years, but if it did occur, the loss of assets would cause VPAC to be worse off by $75 million (in present value

terms) compared to the returns that would have been generated by continuing manufacturing in the US. Nationalization would also cause VPAC’s association with the country to end immediately. There is also an estimated 0.3 probability that within the next five years, restrictions will be imposed by the government on the convertibility of local currency into foreign currency.                                  This would reduce savings by an estimated $43 million (nationalization and currency restrictions can be assumed to be mutually exclusive events).

Insurance can be purchased to cover both of these political risks for the first five years of operations by paying a total premium which has a present value of $16 million. (Note that the insurance can only be purchased at the start of the five years).If the company does purchase political risk insurance and nationalization occurs in the first five years then the insurance will only cover the loss of assets. It is expected that any savings generated before nationalization would be canceled out by the costs of relocation and so would have present value of $0. If nationalization does not take place it is thought that there is a 0.6 probability that in the first five years the investment would generate high savings having an estimated present value of $85 million. There is also an estimated 0.25 probability that medium savings, with a present value $48 million, would be earned in the first five years and a 0.15 probability these savings will be low and only amount to $5 million. If no political insurance has been purchased currency restrictions would reduce these savings by the estimated amount given above

At the end of the first five years the company would have to decide whether to continue to operate the plant in Almeria for another five years or whether to transfer operations back to the US. However, this decision will only be considered if the savings in the first five years have been low. If a decision to withdraw is made then the plant will be sold for a return with an estimated present value of £10 million. If VPAC decide to continue operations in Almeria for a further five years the risk of nationalization during this period is difficult to estimate but is thought to be between

0.1 and 0.2. However, the risk of restrictions on the convertibility of local currency is estimated to be the same as that in the first five years. The total insurance premium

to cover these risks for the second five years would have a present value of $12.8 million. If insurance is purchased and nationalization occurs in the second five years then it is the assumed that gross savings made before nationalization will again be cancelled out by the costs arising from the disruption. For simplicity, the present values of other costs and savings occurring under each set of conditions in the second five years are assumed to be the same as those in the first 5 years, with a 20% reduction to take into account the time value of money. However, it is thought that the probabilities of high, medium and low returns in the second five year period will be dependent on the level of returns achieved in the first five years as shown in the table below.

Second five years

For example, the table shows, that if savings in the first five years have been high then there is a 0.60 probability that high savings will be maintained in the next five years, a 0.3 probability that only medium savings will be generated and a 0.10 probability that savings will be low. The other two rows can be interpreted in a similar manner. It can be assumed that, if the company stays in Almeria, for ten years it will sell the plant at the end of this period and hence generate extra returns with a present value of £6 million

Question 1

Analyse the decision problem faced by VPAC and recommend the policy that the company should pursue.

Question 2

Discuss the strengths and limitations of your model in terms of the usefulness of the guidance that it would provide to VPAC’s managers.

                State whether the following provisions impair or preclude negotiability, the instrument in each instance being otherwise in proper form. Answer each statement with either he word “Negotiable” or “Nonnegotiable” and explain why.

4.             A instrument reciting “I.O.U., Mark Noble, $1,000.00”
5.             A note executed by Pierre Janvier, a resident of Chicago, for $2,000, payable in Swiss francs.
6.             An undated note for $1,000 payable “six months after date.”

i.              A note

short essay where i need to identify the  external and internal elements for coca cola company and how its affecting the organizational design

or Communication course (Please by detiels!) I want a formal complaint letter from:

Alex and Jose from (42, Greyhound Road
Perry Barr
Birmingham )
  to the university’s president carlos on the subject of (e-learning)

Please use simple language and clear language and more contact word

Discuss the reasons why strategy is crucial to an organisation and explain why strategic intent may be regarded as the first indispensable step in the strategic management process

You have just received the following corporate change request from the Information Technology Division of Freektail Inc. Your task is to meet with your project team to assess the impact of this “change.”

Do you consider this corporate change request to be a simple change, or does it represent a change in project scope? Why?

How will this “change” impact the cost of your project plan?

How will this “change” impact the schedule for your project plan?

How will this “change” impact the resources you acquire to execute this project?

What additional changes will you make to your project plan to incorporate this change request?

1. You and your roommate are preparing to start “Creative Cookies” in your on-campus apartment.  The company will provide fresh cookies to starving students late at night.  You need to evaluate the preliminary design for the company’s production process.

Business Concept

            Your idea is to bake fresh cookies to order, using any combination of ingredients that the buyer wants.  You will not bake any cookies before receiving the order; therefore, the buyer will be getting cookies that are literally hot out of the oven.

The Production Process

            Baking cookies is simple: mix all the ingredients in a food processor; spoon out the cookie dough onto a tray; put the cookies into the oven; bake them; take the tray of cookies out of the oven; let the cookies cool; and, finally, take the cookies off the tray and carefully pack them in a box.  You and your roommate already own all the necessary capital equipment: one food processor, cookie trays, and spoons.  Your apartment has a small oven – because of this, you will only accept orders of exactly one dozen cookies.  The variable costs are the cost of the ingredients (you estimate that this is $0.60 per dozen cookies) and the cost of the box in which the cookies are packed ($0.25 per box).

            You and your roommate have timed the necessary physical operations.  It takes 6 minutes to wash out the mixing bowl from the previous batch, add all of the ingredients, and mix them in your food processor.  Spooning out the cookie dough onto a tray takes 2 minutes.

            Putting the cookies into the oven and baking them takes 10 minutes.  The activities of removing the cookies from the oven and putting them aside to cool take 5 minutes.  Finally, taking the cookies off the tray and putting them into a box takes 3 minutes.  The cookies are then ready for pickup.

1. How long will it take for you to fill an order?  (i.e. The time from when a customer places the order until they pick up the cookies)
2. How many orders can you fill in a night, assuming you are open four hours each night?
3. What recommendations would you make for improving this production process?

Joe is a pastry chef and he wants to open up a bakery but does not have the funds to do it on his own. He was also denied a loan from the bank. He is not sure whether he should form a general partnership with his friend from pastry school or a limited partnership with his rich cousin who is a plastic surgeon and doesn't know anything about running a bakery.

1. How could you advise Joe?

2. What would be the practical differences between the two scenarios?