...settlement reached with the Commission, PwC agreed to, among other things, complete an internal review supervised by an independent person or firm appointed by the Commission and to report to the Commission staff any additional instances in which PwC partners or professionals owned securities of public audit clients of PwC in contravention of applicable rules and regulations concerning independence. Mr. Jess Fardella of Lankler Siffert & Wohl LLP was appointed by the SEC to supervise PwC's internal review. (Accounting Education.com: Independent Consultants Finds Widespread Independence Violations at PriceWaterhouseCoopers – January 10, 2000 by Andrew Priest: http://www.accountingeducation.com/news/news779.html) Issues The independent consultant's report discloses that a substantial number of PwC professionals, particularly partners, had violations of the independence rules, and that many had multiple violations. The review found excusable mistakes, but also attributed the violations to laxity and insensitivity to the importance of independence compliance. According to the independent consultant's report, PwC acknowledges that the review disclosed widespread independence non-compliance that reflected serious structural and cultural problems in the firm. The independent consultant's report summarizes results of the...
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...2013 Assessment 2 - Forming a Business Individual Consultant’s Report (2500 Words) Feed forward Document Based upon Draft Submissions Submission Rules. I require a copy of your Consultant’s Report to be upload using that Final Submission upload button which is located in the relevant Moodle Portal Area before the deadline. – try not to leave it until the last possible date !!!!!!!!!!!!!!. Please save your word document using the agreed formula: You should save your file using the following protocol – Surname followed by capital letter of first name followed by the word”final”. Thus when I look at it, it should look this this – “sawyerjfinal.doc” or “sawyerjfinal.docx” Your Consultant’s Report may start with a “Front Page” with your business details (nothing too fancy) HOWEVER it must contain the following information: Your Name, Student ID Number, Course Title, Course Code, Assessment Number (“2”) and Type (Consultant’s Report.) and the word count. You should include a short formal declaration that the final work is your own work and that all plagiarism rules have been complied with NB Put your “Instructions” at the back of the document as an Appendix. If you use an introduction and executive summary if it is in italics I will not count it towards the word count. Your document must be in Times New Roman or Calibri 11. Your footnotes must be in TNR or Calibri 9 No other Fonts are acceptable This is a Consultant’s Report and your structure and language should fit the...
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...[pic] Business Law BMAI003 Assessment 2 - Forming a Business Individual Consultant’s Report (2500 Words) Final Feed forward Document Submission Rules. Your Consultant’s Report may start with a “Front Page” with your business details (nothing too fancy) HOWEVER it must contain the following information: Your Name, Student ID Number, Course Title, Course Code, Assessment Number (“2”) and Type (Consultant’s Report.) and the word count. NB if you are stressed for words, put your “Instructions” at the back of the document as an Appendix. If you use an introduction and summary if it is in bold italics Iwill not count it towards the word count. Your document must be in Times New Roman or Calibri 11. Your footnotes must be in TNR or Calibri 9 No other Fonts are acceptable This is a Consultant’s Report and your structure and language should fit the relevant “cultural intelligence” – avoid pomposity, hectoring, overly academic language. Keep it simple, follow a logical order. You should use Numbered Paragraphs and use Paragraph Titles. The style should be professional and courteous but in view of the many issues that need to be addressed, brief and to the point. You have been asked to act as a company promoter and to this end there are forms (Company Constitution and Memorandum of Associate) to find and fill out. NB If you are unable to find an IN10 Form do your best to make one up bearing in mind the need to set out Co. Name, Rules in relation...
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...Luis Antonio Olivares Business 418 Organizational Design and Change Case 2: C&C Grocery Stores, Inc. C&C Grocery Stores began losing market share to large company’s like Wal-Mart, Target, and Costco because they were unable to compete on prices with these large companies. They had considered ways to use advance information technology to improve service and customer satisfaction. The Improved service and customer satisfaction would distinguish C&C from large discounters and allow them to compete against them. Another problem C&C had is that the company set a standard layout for all new branches. This hierarchical layout essentially made it easier for the branches to lose Doug Cummins’s informal style and “serve the customer” attitude. The current structure created a couple of problems for C&C Grocery Stores. One of the biggest problems I noticed is that there was no support or cohesion within the managers and district supervisors. Each department manager seemed to be fighting for territory against the other department managers within the store. Almost like gangsters fighting for the same neighborhood. Instead they should have more horizontal communication to help one another. After all, they do work for the same company. The store managers were hungry to learn and improve their management skills, but they had nobody to train them. The district store supervisor, who should have been mentoring the store manager, only inspected for cleanliness. There...
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...and otherwise in accordance with the terms and conditions contained in this Agreement, NOW THEREFORE, in consideration of the foregoing, and for other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, accepted and agreed to, the Company and the Consultant, intending to be legally bound, agree to the terms set forth below. 1. TERM. Commencing as of the Effective Date, and continuing for a period of ____ (__) years (the “Term”), unless earlier terminated pursuant to Article 4 hereof, the Consultant agrees that he/she will serve as a consultant to the Company. This Agreement may be renewed or extended for any period as may be agreed by the parties. 2. DUTIES AND SERVICES. (a) Consultant's duties and responsibilities shall be (collectively, the “Duties” or “Services”). (b) Consultant agrees that during the Term he/she will devote up to ____ (__) days per month to his/her Duties. The Company will periodically provide the Consultant with a schedule of the requested hours, responsibilities and deliverables for the applicable period of time. The Duties will be scheduled on an as-needed basis. (c) The Consultant represents and warrants to the Company that he/she is under no contractual or...
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...System for Polyhouse Farmers and Consultants Neha Madme IIT Bombay Powai, Mumbai 400076, India ndm.madame@gmail.com Anirudha Joshi IIT Bombay Powai, Mumbai 400076, India anirudha@iitb.ac.in Abstract Although traditional farming is prevalent in India, now new farming technology like polyhouse farming provides better income [1]. Farmers require expert guidance to use this new technology of polyhouse farming. In this paper we propose a system which provides online interaction between farmers and the consultants. This enables the consultant to provide better services to more farmers, which can in turn bring the cost of hiring a consultant down. Such a “high-tech and high-touch” solution can optimally leverage the benefits of technology and human capabilities and could prove to be more effective than fully automated solutions in the longer run. 1. Introduction Agriculture and allied sectors contributes 24% of the total GDP and provides employment to around 67% Indian population [2]. Indian farmers face several challenges such as small land holding, poor yields due to reliance on inefficient methods of farming, too much reliance on natural phenomena such as rainfall and lack of knowledge of modern methods of agriculture. Polyhouse farming is an alternative new technique in agriculture gaining foothold in rural India. It reduces dependency on rainfall and makes the optimum use of land and water resources. A typical, traditional farm of 500 square meters would generate an estimated...
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...DRAFT GOVERNMENT OF THE PEOPLE’S REPUBLIC OF BANGLADESH STANDARD REQUEST FOR PROPOSAL (SRFP) FOR SELECTION OF CONSULTING FIRM (National) (Complex Time Based - above Tk. 10 Million) Central Procurement Technical Unit Implementation Monitoring and Evaluation Division Ministry of Planning August 2009 PS8 Guidance Notes on the Use of the Standard Request for Proposal These guidance notes have been prepared by the CPTU to assist a Procuring Entity in the preparation, using this Standard Request for Proposal (SRFP), for procurement of Intellectual and Professional Services having estimated cost above Tk. 10 million. The Procuring Entity should also refer to the Public Procurement Act, 2006 (Act No 24 of 2006), and the Public Procurement Rules 2008, issued to supplement the act available on CPTU,s website: http://www.cptu.gov.bd/. All concerned are advised to refer to the aforementioned Act and Rules while participating in any selection process of Consultants. The use of SRFP (PS8) applies when a shortlisting process following Expressions of Interest has taken place and the short-listed Applicants are invited to submit a Proposal. This document shall be used when a Procuring Entity (the Client) wishes to select an Applicant (Consultant) for assignments for which remuneration is being determined on the basis of the time actually spent by the Consultant in carrying out the Services. ...
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...| | |A |C | | | |C |D | | | |D |D | | | |D | | | | III. Cases Case 1 Nondisclosure is not considered an acceptable alternative because it makes you an accessory to the fact. Disclosure to the offending party only - with no action - may result in the destruction of part of the evidence. Probably, the first step is to report the matter to the chairman of the board. Circumstances, however, may require that the matter be referred to an external body such as the Securities and Exchange Commission, Justice Department, Bureau of Internal Revenue, or the shareholders. Case 2 The appropriate action depends on the type...
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...286 1,272 Based on the accounting manger’s proposal, the operation burden can be divided into machine-hour and direct labor burden. We use the revised burden rate 21% and machine-hour rate $80.1 to show the updated costs: Product ICA ICB Capacitor Amplifier Diode Direct Labor 917 2,051 1,094 525 519 Burden 193 431 230 110 109 Machine Hour 18.50 40.00 7.50 5.00 12.00 Machine Burden 1,482 3,204 601 401 961 Total Costs 2,591 5,686 1,924 1,036 1,589 If ETO follows the consultant’s recommend, treats the main test room and mechanical test room as different cost pools. The three-burden-pool system reports the cost: ($63.34 for main room burden rate and $112.63 for mechanical room) Product ICA ICB Capacitor Amplifier Diode Direct Labor 917 2,051 1,094 525 519 Burden 193 431 230 110 109 Main Room Mech. Test Room Hour Room Hour Burden 8.50 10.00 1,665 14.00 26.00 3,815 3.00 4.50 697 4.00 1.00 366 7.00 5.00 1,007 Total Costs 2,774 6,297 2,021 1,001 1,635 Among the three costing systems, we prefer the consultant’s proposal (Q3). The accounting manager treats the machine hours as separate cost pool because the automated operation process leads to large...
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...the accounting manger’s proposal, the operation burden can be divided into machine-hour and direct labor burden. We use the revised burden rate 21% and machine-hour rate $80.1 to show the updated costs: Product Direct Labor Burden Machine Hour Machine Burden Total Costs ICA 917 193 18.50 1,482 2,591 ICB 2,051 431 40.00 3,204 5,686 Capacitor 1,094 230 7.50 601 1,924 Amplifier 525 110 5.00 401 1,036 Diode 519 109 12.00 961 1,589 If ETO follows the consultant’s recommend, treats the main test room and mechanical test room as different cost pools. The three-burden-pool system reports the cost: ($63.34 for main room burden rate and $112.63 for mechanical room) Product Direct Labor Burden Main Room Hour Mech. Room Hour Test Room Burden Total Costs ICA 917 193 8.50 10.00 1,665 2,774 ICB 2,051 431 14.00 26.00 3,815 6,297 Capacitor 1,094 230 3.00 4.50 697 2,021 Amplifier 525 110 4.00 1.00 366 1,001 Diode 519 109 7.00 5.00 1,007 1,635 Among the three costing systems, we prefer the consultant’s proposal (Q3). The accounting manager treats the machine hours as separate cost pool because the automated operation process leads to large percentage of total cost comparing to direct labor. Measuring the machine hour costs can help us to...
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...worked and what did not during the first run, and then second run allowed us to apply what we learned to complete the second simulation in a much more efficient and timely manner. There are three stages in the simulation, including mobilization, movement, and sustain phases. The simulation begins in the mobilization phase, and in this phase it was important to get everyone aware of the new change we wish to initiate in the company. The key factor in the beginning was to introduce the new project to each person on a personal level, using personal interviews, skill building, and getting consultant’s support. All of these involve personal contact and were effective in making people both aware and interested to the change. The second stage was movement phase, and the key factors that lead to success in this stages was maintaining high credibility. We could gain credibility through getting consultant’s support and getting CEO’s public support. As majority individuals got into interest and trial stages we were able to use town hall meetings and walk the talk, which attracted more workers to be in interest and trial stages. Again, maintaining high credibility was important throughout the stages because low credibility meant low chance with people would buy in to the initiative. Lastly, in the sustain phase, having personal contact with each individual using private interview was an extremely powerful tool for making individuals in trial stages to move up to adoption stage. Moreover...
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...can mean the ability to anticipate possible future events and developments. In business, consultants use vision statement along with a mission statement to further guide, inspire, and provide direction to the organization and its employees. Further, vision, and mission statements are paramount to the future growth and success no matter what kind of business you are doing. As a Business Consultant, one must have ultimate vision and mission statement that could deliver its purpose and values to the organization. Clear and concise vision and mission statement can easily motivate the direction of the organization and effectively can convey intentions to come up with an attractive and exciting common vision of the future. Business Consultant’s Roles and Responsibilities The roles and responsibilities of a Business Consultant include giving advice to business entrepreneurs by developing and promoting programs and services of the business to meet the needs of business and customers. Business Consultant ensures compliance with federal, state and, local laws. Other duties and responsibilities include: 1) Analyze and evaluate client requirements and business goals. 2) Recommend appropriate strategies and logistics to increase business opportunities. 3) Create different analytical role models appropriate to projects. 4) Identify and implement operational business logistics. 5) Conduct research and information gathering. 6) Initiate structure documentation...
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...Silva is the administrative director (finance and administration, HR, legal) of the division’s sales subsidiary – Norge electronics Portugal. Silva had been asked by the vice president of human resources to present to the personel directors what have been achieved in portugal. The evening before his presentation, Silva recieved a fax from a consultant he hired in Portugal with the preliminary results of climate study. The consultant’s report is not what Silva expected and, in fact, raises questions about the effectiveness of a series of change actions implemented over the past two years. The case describes in detail actions taken by Silva to ‘profesionalize’ HR management in the Portuguese sibsidiary. The annual meeting of personel directors In his hotel room in the city of Oslo, Joao Silva reviewed the presentation he would make the following day. Altough he felt prepared, he was somewhat apprehensive. He had just recieved by fax from a consultant in Lisbon the preliminary results of a climate study of Norge Portugal. He had commisioned the consultant’s study on the advice of Norge’s vice president of human resources, with the understanding that the results would be included in his presentation, as initial evidence of the progress made in HR management in his country. The next day, the annual meeting of Norge’s personel directors would take place. Silva would meet the personel directors of the other Norge subsidiaries for the first time. He hadn’t participated in the meeting...
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...Josiah Doncaster Ltd. On the 4th of March, the Board of Josiah Doncaster met for the second time in three weeks. The main item on the agenda, as before, was what decision to take on the proposed New Product Strategy, which arose out of the Consultant's Report commissioned by the Marketing Director. Established in 1740, the company had built up a worldwide reputation for fine household china. Its management was paternalistic, very conservative financially, and committed to preserving company traditions. Yet over the last 10 years the company had extended its product range into industrial porcelains for high-voltage insulation, and it had been very successful. Bill Hawkins, the newly appointed Marketing Director, opened the meeting with an aggressive presentation. At 35, he was a good 20 years younger than anyone else on the Board; and with a Harvard M.B.A., he was the only member of the Board with formal management training. 'I hope that certain members of the Board have reconsidered their positions since our last meeting. As far as 1 am concerned, my recommendations of three weeks ago still stand. Let's go through them once again, shall we? What are the main facts from the Consultant's Report? Let's take them one by one, shall we? (a) At a £4.50 selling price per filter unit, and a market size of 1 million units, the present market size is £4.5 million. (b) One company, Western Ltd, has an estimated 85% market share. (c) The market does not like working under a monopoly...
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...Josiah Doncaster Ltd. On the 4th of March, the Board of Josiah Doncaster met for the second time in three weeks. The main item on the agenda, as before, was what decision to take on the proposed New Product Strategy, which arose out of the Consultant's Report commissioned by the Marketing Director. Established in 1740, the company had built up a worldwide reputation for fine household china. Its management was paternalistic, very conservative financially, and committed to preserving company traditions. Yet over the last 10 years the company had extended its product range into industrial porcelains for high-voltage insulation, and it had been very successful. Bill Hawkins, the newly appointed Marketing Director, opened the meeting with an aggressive presentation. At 35, he was a good 20 years younger than anyone else on the Board; and with a Harvard M.B.A., he was the only member of the Board with formal management training. 'I hope that certain members of the Board have reconsidered their positions since our last meeting. As far as 1 am concerned, my recommendations of three weeks ago still stand. Let's go through them once again, shall we? What are the main facts from the Consultant's Report? Let's take them one by one, shall we? (a) At a £4.50 selling price per filter unit, and a market size of 1 million units, the present market size is £4.5 million. (b) One company, Western Ltd, has an estimated 85% market share. (c) The market does not like working...
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