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the attention of the media. Environmentalists are protesting and the entity has engaged lawyers to advise it about legal repercussions. In the past, other oil entities have had to settle with the environmentalists, paying huge amounts in out-of-court settlements. The legal counsel of Excellent Inc. has advised it that there is no law that would require it to pay anything for the oil spill; the parliament of Excessoil Islands is currently considering such legislation, but that legislation would probably take another year to be finalized as of the date of the oil spill. However, in its television advertisements and promotional brochures, Excellent Inc. often has clearly stated that it is very conscious of its responsibilities toward the environment and will make good any losses that may result from its exploration. This policy has been widely publicized, and the chief executive officer has acknowledged this policy in official meetings when members of the public raised questions to him on this issue. Required Does the above give rise to an obligating event that requires Excellent Inc. to make a provision for the cost of making good the oil spill Solution (a) Present obligation as a result of a past obligating event. The obligating event is the oil spill. Because there is no legislation in place yet that would make cleanup mandatory for any entity operating in Excessoil Islands, there is no legal obligation. However, the circumstances surrounding the issue clearly indicate that there is a constructive obligation since the company, with its advertised policy and public statements, has created an expectation in the minds of the public at large that it will honor its environmental obligations. (b) An outflow of resources embodying economic benefits in settlement. Probable. (c) Conclusion. A provision should be recognized for the best estimate of the cost to clean up the oil spill.
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Subsector Communications technology Computers Diversi ed technology services Internet services Semiconductors Software Technology hardware and equipment Technology services Wireless communications Average
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C. Have we considered the reporting responsibility of the internal audit staff D. Is there evidence that the work of the internal audit staff was properly planned, supervised, and reviewed See item number C under The Independent Auditors. E. Have we reviewed: 1. Reports on compliance audits 2. Reports on operational audits 3. Reports on financial audits 4. Reports on the system of internal accounting and administrative controls Have we reviewed the recommendations made in their reports with respect to objectivity Have we considered the possibility of a long-form report from the Director of Internal Auditing F. Have the internal auditors recommendations in connection with the prior years internal audit been implemented G. Have we scrutinized cases of management disagreements with the internal auditors H. Have we reexamined the relationship of the internal audit function to the other departments I. How are activities of the internal audit staff and the independent auditors interrelated J. If the corporation has an electronic data processing installation, have we considered the use of independent EDP consultants to audit the installation III. The Representatives of Management (Chief Executive Officer, Chief Financial Officer, Treasurer, and Controller) A. Are the qualifications of the representatives of management consistent with the corporate bylaws B. Have we reviewed their administrative functions in relationship to the present financial and accounting policies (See company s organization chart.) C. Have these individuals exercised their authority in accordance with the corporate bylaws D. Have we reviewed the minutes of the meeting of the board of directors concerning their compensation E. Have we reviewed their written reports concerning their responses to the deficiencies noted in the internal audit reports F. Are all employees who handle cash, securities, and other valuables bonded G. Are the financial and accounting policies and procedures set forth in manuals H. Are interim financial reports prepared for submission to management on a timely basis
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How do we as humans feel the soft touch of a woman or interact with the surrounding world of matter that we live in In order to react and comprehend the matter of the universe, we have electrical impulses and chemicals that flood our brain at any given time. But broken down it looks like this:
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Hofstede, G. (1980). Culture s Consequences: International Differences in Work-related Values. Newbury Park, CA: Sage. Hogg, M. A. & Terry, D. J. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25, 121 140. Hollensbe, E. C. & Guthrie, J. P. (2000). Group pay-for-performance plans: the role of spontaneous goal setting. Academy of Management Review, 25, 864 872. Hunter, L. W. (1998). Services, high-involvement management, and strategic t. Paper presented at 1988 meeting of the Academy of Management, San Diego, CA. Hyatt, D. & Ruddy, T. M. (1997). An examination of the relationship between work group characteristics and performance: once more unto the breach. Personnel Psychology, 50: 553 585. Ilgen, D. (1999). Teams embedded in organizations: some implications. American Psychologist, 54, 129 139. Isenberg, D. J. (1986). Group polarization: a critical review and meta-analysis. Journal of Personality and Social Psychology, 50, 1141 1151. Janis, I. L. (1982). Groupthink: a study of foreign policy decisions and ascos (2nd Edn). Boston, MA: Houghton Mif in. Katzell, R. A. (1994). Contemporary meta-trends in industrial and organizational psychology. In H. C. Triandis, M. D. Dunnette & L. M. Hough (Eds), Handbook of Industrial and Organizational Psychology, Vol. 4 (pp. 1 93). Palo Alto, CA: Consulting Psychologists Press. Katzenbach, J. R. & Smith, D. K. (1993). The Wisdom of Teams: Creating the High Performance Organization. Boston, MA: Harvard Business School Press. Kirkman, B. L., Jones, R. G. & Shapiro, D. L. (2000). Why do employees resist teams Examining the resistance barrier to work team effectiveness. International Journal of Con ict Management, 11, 74 92. Kirkman, B. L. & Shapiro, D. L. (1997). The impact of cultural values on employee resistance to teams: toward a model of self-managing work team effectiveness. Academy of Management Review, 22, 730 737. Kirkman, B. L. & Shapiro, D. L. (2000). Understanding why team members won t share: an examination of factors related to employee receptivity to team-based rewards. Small Group Research, 31, 175 209. Kirkman, B. L. & Rosen, B. 1999. Beyond self-management: antecedents and consequences of team empowerment. Academy of Management Journal, 42, 58 75. Kirkman, B. L. & Rosen, B. (2000). Powering up teams. Organizational Dynamics, 28, 48 66. Kramer, R. M. (1999). Trust and distrust in organizations: emerging perspectives, enduring questions. Annual Review of Psychology, 50, 569 588. Lawler, E. E. III (1992). The Ultimate Advantage: Creating the High Involvement Organisation. San Francisco, CA: Jossey-Bass. Lawler, E. E. III, Mohrman, S. A. & Ledford, G. E. (1995). Employee Involvement and Total Quality Management: Practices and Results in Fortune 1000 Companies. San Francisco, CA: Jossey-Bass. Leavitt, H. J. (1975). Suppose we took groups seriously . . . In E. L. Cass & F. G. Zimmer (Eds), Man, Work and Society. New York: Van Nostrand Reinhold. Lemons, M. A. (1997). Work groups or work teams Cultural and psychological dimensions for their formation. In M. M. Beyerlein, D. A. Johnson & S. T. Beyerlein (Eds), Advances in Interdisciplinary Studies of Work Teams, Vol. 4 (pp. 97 113), Greenwich, CT: JAI Press. Liang, D. W., Moreland, R. L. & Argote, L. (1995). Group vs. individual training and group performance: the mediating role of transactive memory. Personality and Social Psychology Bulletin, 21, 384 393. Lindsley, D. H., Brass, D. J. & Thomas, J. B. (1995). Ef cacy-performance spirals: a multilevel perspective. Academy of Management Review, 20, 645 678. Little, B. L. & Madigan, R. M. (1997). The relationship between collective ef cacy and performance in manufacturing work teams. Small Group Research, 28, 517 534. McCauley, C. (1989). The nature of social in uence in groupthink: compliance and internalization. Journal of Personality and Social Psychology, 57, 250 260. Majchrzak, A., Rice, R. E., Kink, N., Malhotra, A. & Ba, S. (2000). Computer-mediated interorganizational knowledge-sharing: insights from a virtual team innovating using a collaborative tool. Information Resources Management Journal, 13, 44.
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