...Deloitte Table of Contents ABSTRACT …………………………………………………………………… 03 INTRODUCTION …………………………………………………………………… 03 Company Background …………………………………………………………… 03 Service/ Objective …………………………………………………………………… 04 Division/Scope ……………………………………………………………………….. 04 WHAT IS ETIQUETTE? …………………………………………………………… 06 Trust …………………………………………………………… 08 Emotional trust …………………………………………………………… 08 Logical trust ………………………………………………………… 08 Survey …………………………………………………………… 08 Summary …………………………………………………………………… 09 Conflict of interest …………………………………………………………… 10 Conflict of Interest at the Individual level …………………………………………… 10 Conflict of Interest or Intellectual Bias ………………………………………… 11 Summary …………………………………………………………………… 11 Information access …………………………………………………………… 12 First Aspect of Definition …………………………………………………………… 12 Summary …………………………………………………………………… 13 Forgery …………………………………………………………… 14 First Aspect of Definition …………………………………………………………… 14 Hitler diaries ………………………………………………………… ………………14 Summary ……………………………………………………………………………15 Fraud Supplementation of Salary ………………………………………………………….16 False Statement …………………………………………………………………………16 Misuse of Government Property ………………………………………………………..17 CONCLUSIONS (CRITICAL THINKING) …………………………………………18 REFERENCES …………………………………………………………………..19 abstract Deloitte is one of the Big Four Accounting Firms. Deloitte...
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...Deloitte and Touche | Final Paper | | HR582 Managing Global Diversity | | Owner | 10/21/2010 | | Deloitte Diversity Audit Organizational Background: Deloitte is a staple in the financial accounting industry for over 100 years. In this time frame they have continued to revamp themselves to still remain relevant not only for their trade of accounting but developing its primary asset, their employees. Deloitte help set the standard after the crash with audits and regulations that led to more thorough accounting practices. Recognition for women and minorities is a huge initiative that has been driving a lot of their success into the 21st century. The investment in information technology would pay dividends to back up, store, and process electronic accounting data for Deloitte. The merger of the big 4 completion in 2002 the financial accounting industry will never be the same. PricewaterhouseCooper, Ernest & Young, KPMG, and Deloitte round out the big 4 audit firms. Deloitte is currently the largest of the big four by a narrow margin. All of the big four are among the top places to work (2009) nationally and in their respective headquarter locations. Since the 2000’s Deloitte has become an industry leader and model organization. The focus on recruiting the right talent to continue pushing the bar has been successful for Deloitte. Deloitte is striving to separate themselves from the big four and set the trends for the accounting industry. Criteria/...
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...The major problem in the Deloitte & Touche Consulting Group case was the lack of support that Maria Chen had during the first few weeks of the engagement at SKS Manufacturing. The cause of the problem with the engagement at SKS Manufacturing was multi-pronged. Maria Chen could have very easily become the sole scapegoat for blame. However, upon analyzing the underlying causes, Maria lacked 100% support from the two most senior members of the engagement team. First, David Hendry, Partner had just accepted additional responsibilities of bringing in new business. This meant that he would have competing demands with a less proactive focus and attention to SKS Manufacturing as a client during the initial engagement. Secondly, Annette Wattley-Davis, Senior Manager, assigned to the SKS Manufacturing engagement was working on another concurrent project in Dallas. She was in Texas for 2-3 days per week overseeing a project with another client with limited oversight to the SKS engagement during a lucrative period (first six weeks) of the engagement. Thirdly, Maria Chen was a fairly new consultant and inexperienced to lead a vague and difficult situation on her own. Her lack of experience coupled with the lack of support from David Hendry and Annette Wattley-Davis was detrimental and derailing. She was assigned specifically to lead and address the production scheduling processes and synchronize production operations with purchasing while working along side Ben Rohan. He was tasked...
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...Abstract Deloitte is an organization that believes in recruiting top performing talent and developing its employees into innovators who are able to see the results of their ideas. According to the Deloitte Careers page, candidates are applying for an organization where they can, “participate in a range of diversity and inclusion initiatives, and find the support, coaching, and training it takes to advance [their] career”(“Deloitte skills and,”). They are also provided with a promise from Deloitte, “our commitment to individual choice lets you customize aspects of your career path, your educational opportunities and your benefits. And our culture of innovation means your ideas on how to improve our business and your clients’ will be heard” (Deloitte skills and,”). Deloitte charges itself with finding talent that will rise to the challenge of thinking outside of the box, self-motivated, and driven by analytical reasoning; as stated by Sarah De Carteret, national graduate recruitment manager, for the U.S. offices of Deloitte, “[v]erbal reasoning is hugely important because we are not looking for bean counters” (Nelson & Quick, 2011). Therefore, as they seek talent they must evaluate what personality traits, perceptions, and attributes a candidate has before bringing them on board. Body 1. Using the descriptions of different behaviors, attitudes, and abilities that Deloitte seems to deem desirable in its applicants, describe the key personality characteristics that you...
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...Corporate Governance Services Antifraud Programs and Controls A vital component of corporate governance Background High-profile financial reporting scandals in recent years have brought renewed focus on the incidence and corporate-wide exposure to financial statement fraud. These developments have resulted in comprehensive legislation and Securities and Exchange Commission (SEC) rulemaking concerning corporate governance and internal controls. Among the regulations is the Sarbanes-Oxley Act of 2002 which mandates that company management must file an annual report of the adequacy of internal controls related to its financial reporting. Controls related to the prevention and detection of fraud are an integral part of a company’s system of internal control. Deficiencies in antifraud programs and controls are serious. Such weaknesses could constitute significant deficiencies or material weaknesses in internal control over financial reporting. This may require public reporting and possibly may result in adverse consequences. Conversely, U.S. Federal Organizational Sentencing Guidelines indicate that having proper ethics and compliance programs and effective internal controls in place can mitigate the ultimate punishment of an organization, should a company be found guilty of committing a fraud in violation of federal and state laws. In addition to the legislative and regulatory requirements for antifraud programs, there are sound business reasons to implement them. The impact from...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...transformation in financial institutions,1 when these cornerstone frameworks and capabilities are in place, risk management, risk governance, and regulatory compliance can be implemented in a more aligned and integrated manner. Figure 1: The cornerstones of risk transformation What vision drives the Organization? Business Model Operating Model culture What oversight ensures the strategy is executed? Governance Strategy What shared values guide the organization? Data Analytics and Technology What data, analytics and technology infrastructure enables execution? 1 How should execution be structured? Aligning risk and the pursuit of shareholder value: Risk transformation in financial institutions, 2013, Deloitte Implementing risk transformation in financial...
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...Fatou Ceesay Senior Consultant Deloitte Consulting LLP Dallas Mobile: +1 918 809 7378 Tel: +1 214 840 1066 Summary of Experience and Qualifications Over one year of Consulting experiece Primarily in the Financial Services Industry in the area of Mortgage Banking, and in the Retail Industry in the are of Finance Transformation – Close Consolidation for one of the largest retailer in the world. Prior to which, I have had nine years of combined industry and public accounting experience. Prior industry experience includes six years in Financial Services in areas of Consumer Banking and Wealth Management. Public accounting experience in audit in variety of industries, including Financial Services, Health Care and Not-For-Profit. Excellent work ethic detailed oriented, positive attitude, client service oriented, quick learner and self-motivated. Deloitte Experience Industry: Financial Services – Banking: Consulting Service Line: Finance Senior Consultant; October 2012 to Current. 2,652 Billion (Assets) Global Financial Services Corporation. Deloitte was hired to help one of the world’s largest banking and financial services organizations divest and outsource the servicing of a $50 billion loan portfolio. Deloitte help identify and create all relevant documents and contract content required and necessary for the transaction. Role: Responsible for: Gethering information, creating data and developing content for key contract exhibits. Organized and...
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...Getting the retained organization right: The other half of the shared services battle 2 Transforming the service delivery model for back-office functions such as finance, procurement, human resources (HR), real estate, and information technology (IT) continues to be a top priority for many companies. Such efforts usually aim to achieve several interrelated goals: to increase the function’s strategic contribution to the business, to improve operational efficiency and reduce cost, and to drive global data and process consistency. One widespread strategy for pursuing these goals is to establish a shared services organization (SSO) to execute back-office functional processes on behalf of multiple operating units. However, our experience shows that such efforts often fail to yield their intended benefits. Why? One important reason, in our view, is that many companies tend to focus almost exclusively on the processes to be moved into the SSO while paying little attention to the retained organization’s design and operation. We have seen many companies underestimate both the level of effort to get the retained organization “right” and the extent to which failure to do so may diminish the value of the shared services program. On the other hand, companies that do make the necessary investment in their retained organizations have a greater chance of reaping satisfactory returns on their shared services investment. Figure 1: Characteristics of the four types of functional activities...
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...Corporate Governance Services Suggested Guidelines for Writing a Code of Ethics/Conduct Writing a Code of Ethics/Conduct Companies that follow both the letter and the spirit of the law by taking a “value-based” approach to ethics and compliance may have a distinct advantage in the marketplace. Give the average employee a legalistic “thou shall not….” code, and a negative response is almost guaranteed. Give employees a document that states clearly and concisely the company’s expectations, outlines acceptable behaviors, and presents viable options for asking questions and voicing concerns, and the likelihood is much greater that they will meet those expectations and exhibit the desired behaviors. Make the contents of the code equally applicable to everyone in the organization—at all levels—and you have a key ingredient for a code that becomes cultural, with all of the benefits. Code Basics There is no standard wording for a code of ethics/conduct. Each organization should develop one to suit the needs of its personnel in defining expected behaviors and in addressing the risks, challenges, and customs in the countries in which it operates, as well as to fit their specific industry and situation. However, there are some basic points to keep in mind when creating or modifying a code. • The code language should be simple, concise, and readily understood by all employees. • The code should not be legalistic—written as “thou shall not”— but rather state expected behaviors. •...
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...EXECUTIVE SUMMARY This report is prepared to gain insights on the reasons for the collapse of Hastie Group Limited which is known as the top international designer, maintainer and installer of technical services to the infrastructure and building sector. Hastie has well established operations in Australia, the United Kingdom and the Middle East. The report begins with the introduction about the company and how and when it collapsed. The report further includes the major points extracted from the report issued by PPB Advisory, the administrators of Hastie Group. The major content of this report is focused towards the Auditing Issues within the Hastie Group that contributed towards its collapse. The Hastie group was audited by the Deloitte Touche Tohmatsu in 2011. The auditing issues mainly cover Auditor’s Breaches of duty and the potential claim against the auditors. Overall this report would help provide a better picture of the collapse of Hastie Group and the course of action followed. INTRODUCTION Hastie Group Ltd. is known as the top international designer, maintainer and installer of technical services to the building and infrastructure sector. Hastie Group has well established in Australia, the United Kingdom and the Middle East. In 1970, the Australian subsidiary of Hastie Group was formed in Sydney. The business quickly expanded into Perth and won prestigious contracts such as the Darling Harbour Exhibition Centre, Sydney Futures Exchange, Hyatt Hotel Canberra...
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...Levendary Café: China Challenge Levendary Café faced some successes and many challenges when penetrating the Chinese Market for their first time. The goal of this case study is to understand what kind of initial strategies did they adopted and the main problems that arouse as a result of their decisions. The analysis will point out the main issues faced by the organization as well as potential alternatives that could be used to address their concerns. Finally, an optimal solution will be proposed in order to resolve the situation in which Levendary Café is involved. Levendary’s first steps and industry analysis Although Levendary Café’s decision of entering Chinese market faced some tough challenges, the organization also took some good steps. First of all, the decision of entering China as the target market was a good decision. According to a report by IBIS World, “this industry revenue grew by 3.4% to $190.2 billion in 2011 and 2.6% to $195.2 billion in 2012. Industry revenue growth will level off as growth rates approach historical levels and the industry is forced to contend with the market saturation issues it has grappled with over the last 10 years.” (Zwolak, April 2010). Since the American market was already saturated, Chinese market offered an attractive alternative of expansion for Levendary Cafe. China was a market of 1.4 billion people where economic growth was around 14.5% and where growing middle-class citizens, who demonstrated a positive acceptance of quick...
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...HUMAN RESOURCE MANAGEMENT IN BUSINESS ORGANISATIONS Group 1 | HRM-A ARUNI SINGH (H15012) NAKUL SHARMA (H15035) NISHTHA KHANNA (H15038) PRATIK JAIN (H15041) YASH JAIN (H15059) ACKNOWLEDGEMENT We would like to take this opportunity to gratefully acknowledge the valuable assistance and contributions of the few people, without whom this project could not have been completed. At the outset, we would like to thank Professor M Srimannarayana for providing us with this learning opportunity and for being a constant source of insightful guidance for us in all matters related to the field of Human Resource Management, which we have just been exposed to. We would also like to thank the HR Professionals from various companies, with whom we interacted and were kind enough to spare time from their taxing schedules to fill u our surveys. These surveys have formed the backbone of our study. Thank you all! 1|Page Table of Contents ACKNOWLEDGEMENT .................................................................................................................... 1 INTRODUCTION................................................................................................................................. 3 ORGANISATIONS PROFILE ............................................................................................................ 4 HR STRUCTURE AND SIZE ........................................................................................................
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...Deloitte (2013b) is a global company which provides comprehensive accounting services in a range of areas such as: auditing; taxation; consulting; risk management and financial advising. Gender discrimination is prevalent in workforce environments with senior management in companies being male dominated. Deloitte (2013a) understands that inspiring women is integral in the success of their company, knowing that productivity can be increased through using women as an under-utilised resource. Removing glass ceiling barriers for women is important for their status and recognition. Deloitte (2013a) is following this initiative, being a market leader in empowering women. This report will explain that leadership, motivation and human resource strategies have been used by Deloitte to effectively manage its employee’s behaviours through their vision of empowering women. This report will explain that culture in the Asian and Middle Eastern countries play a role in determining the strategies that a company can use. There will be an analysis critiquing the strategies that Deloitte have used, whether they have adopted the correct strategies and what strategies they should implement in the future. “Leadership is the process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organisational goals” (Waddell, Jones & George, 2011, p. 172). Deloitte motivates and manages its employees through using the leadership...
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...Etest seminar 2 Question 1 0 out of 0.2 points According to Druskat and Wolff (2001), which of the following statements best describes group emotional intelligence? Selected Answer: A. Thinking and saying what's best for the group rather than what's best for you. Question 2 0 out of 0.2 points According to Druskat and Wolff (2001), what's missing from most research concerning teamwork? Selected Answer: D. Dysfunctional behaviours that provided learning opportunities. Question 3 0.2 out of 0.2 points High performing teams, according to Druskat and Wolff (2001), exhibit high levels of: [Three of the answers are correct.] b. Cooperation. c. Collaboration. d. Participation. Question 4 0.2 out of 0.2 points According to Borgatti (2004), what are some key things a facilitator should do to be successful? [Hint: Read Guide for Working in Teams by Borgatti (2004)] [Three of the answers are correct.] Selected Answers: a. Focus the team on the task. d. Notice when someone is upset. e. Defend individuals from personal attack. Question 5 0.2 out of 0.2 points Which of the following are key steps to working in teams? [Hint: Read Guide for Working in Teams by Borgatti (2004)] [Four of the answers are correct.] Selected Answers: a. Process. c. Getting to know one another. e. Vision...
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