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Monday, May 16, 2016

Scenario Assignment Help | Scenario Case Study Assignment Help

Get Scenario assignment help on Property by the US and Australian assignment help writer. Get original assignment help now.

Scenario 2: Property
Frankie Smith age 12, lived with his mother, Vanessa Smith, in a rental house next to a farm owned by Daphne and Brandon Brown. On the back of the farm property was a small creek that had good fishing, but there were deadly piranha in the waters. Frankie would often sneak onto the farm property to fish. One day, while fishing on the farm, he was bitten by a piranha and severely injured. While running to help her son on the farm property, Vanessa tripped on a wire and broke her leg. The Smiths sue the Browns for their injuries.
Explain whether theBrowns owe a duty of care to Frankie and Vanessad that some of these payments were voidable preferences. Is the trustee correct? If so, which payment(s) is a voidable preference and why?

 Scenario assignment help
Duty of care refers to the individual’s responsibility to take care of people and they will not suffer with any unreasonable harm or loss. This duty is mainly regards for person who is owed by the individual. As per the duty relates, if that individual do not follow that promise and someone get harmed by his or her irresponsibility then one should be liable to get sued by that injured or harmed person (Moffat & Bean, 2005). 

In this scenario, Frankie Smith is of age 12 and lived with mother in a rental house owned by Daphne and Brandon Brown. Frankie and Vanessa were got injured in property of Browns so it was responsibility of Browns to take care of such hazardous creek which has deadly piranha. If they know that piranha may harm someone then it was their duty of care that they will make some boundaries around it. Also, the injury of Vanessa is also reflects the negligence of Browns of duty of care as it was their duty to put wires in non-harmful condition (Christensen, Duncan & Walsh, 2004).  Therefore, both Frankie and Vanessa were owed by Brown under the duty of care. It was the responsibility of owner to take care of property and made some arrangements it there hazardous things are available.

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Friday, April 22, 2016

Newspaper Article Analysis Assignment Help

Get  New York Times Newspaper Article analysis assignment help by assignment help experts. Get 24X7 assignment help.

Following are three projects selected by assignment help experts from New York Times article published on 9th April 2012.

First Project: First project contained in the newspaper article is titled “Newark Project Aims to Link Living
and Learning”. This news is considered as a project due to its content. As per the news, this project is expected to develop a teacher’s village, which will include educational charters and housing that is affordable for teachers. This project would cost around $149 million and completed within 2years (Commercial, April 9, 2012). Therefore, on the basis of my perspectives, due to the budget, schedule and stages of this activity, it is termed as project.

Second Project: Second project is titled as “In Barclays Center’s Shadow, Awaiting What’s Next”. This activity is termed as project due to its specifications and functions. Barclays center that is having capacity of 19000 seats will be open in next 6 months for the nets to play. It will also organize concerts that are expected to increase the price of real estate. Hence, as per my perspective, due to its goals and resources, it is termed as project.

Third Project: This project is titled as “Development Thrives in the Hudson Rail Yards”.  This activity will include the development of 200 unit rental building in the location of 509 west 38th street that is west of 10th Avenue in the Hudson Rail Yards. This activity will advance the transformation in the city. So, from my perspective, due to its aims, resource and specifications, it is termed as a project.

Comparison of Two Projects

First Project titled “Newark Project Aims to Link Living and Learning” and second project titled In Barclays Center’s Shadow, Awaiting What’s Next” are real estate projects. In first project, educational development is chosen as the main field. In contrast, second project is aimed to develop sports area. First project is of long duration of 2years, while second project is short of 6 months (Commercial, April 9, 2012). First project is more costly as compared to second project. The similarity is their relatedness to real estate field. In addition, first project of developing teacher’s village is receiving much attention as compared to second budget of Barclay’s center. Extent of innovation is higher in first project rather than second project.

The two projects would be successful, as these are aimed to achieve economic development of city. First project would be successful; as it is receiving area like, around 134000 sq feet two buildings are provided for charter school development and 289,000 sq feet area of six buildings will provide area for rental apartments of teachers. First project has also received fund from government due to its aim of achieving social, educational and economical development of citizens. Similarly, second project would be successful, as it is aimed to provide a considerable space for sports related activities. Along with this assignment help, second project would receive attention of real estate authorities due to its location.

Best Project

On the basis of comparison by our assignment help experts, it can be stated that first project, which is aimed to develop teacher’s village is the best project. It is so, as this project is aimed to develop educational prospects by opening charter schools along with affordable housing. Furthermore, this project is designed by the noted Architect Richard Meier, so from specifications point of view, it would be a best project due to its innovation as well as excellence (Commercial, April 9, 2012). This project would result into economic, educational and social benefits for the community people that are another positive aspect of this project. Lastly, this project will link living with learning that makes it best.


Commercial (April 9, 2012). Retrieved April 9, 2012 from

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Thursday, April 21, 2016

Corporate Responsibility Case Study Analysis Assignment Help

Corporate responsibility Case Study Analysis Assignment Help on  Legal Analysis, Ethical Analysis by

Corporate Responsibility

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Corporate responsibility Case Study Analysis Assignment Help


As per the case study analysis, it is observed that in R&S Electronic Service Company, head of payroll department Jane faced issue of ethics due to the misuse of high commission services by the general manager. Jane, Eddie, Brad and Greg are the stakeholders in this case. Interest of Jane is to ensure confidentiality of information in the company. Interest of general manager, Eddie is to give high commissioner service to his brother. Interest of Greg is to earn maximum high commission services.            

Legal Analysis

Employment Law

Yes, equal pay act of US government established in 1963 is applicable to the case of compensation discrimination occurred in R&S Electronic Service Company.

Legality of Corporate Actions

According to the equal pay act of 1963, to discriminate in compensation at workplace is illegal (The Equal Pay Act of 1963). As per the case of R&S Electronic Service Company, it can be stated that Eddie discriminates the compensation between his brother and other technicians in terms of work tickets. So,  it is illegal action occurring in the company that can  face lawsuit, if presented before legal system.

Ethical Analysis
According to categorical imperative theory, individuals should do to the maxim and it should not reach to contradictory assumptions. In other words, it can be argued that individuals should only those actions, which are as per the rule of conduct and are able to become universal law. So, if this theory is applied in the case study, it would result into universal law, which will state that employees should not misuse the organizational services for their personal benefits. It is so, as to use organizational services for personal benefits are not ethical and legal, so this would be a universal law.

Utilitarian theory: As per this theory, individuals should choose those actions that result into maximum happiness. If this theory is applied in the case study of R&S Electronic Service Company, result would be maximum happiness in the corporation (Geirsson, Holmgren & Holmgren, 2010). If Jane applied this theory, it would result into the happiness of all other employees, who work with honesty and dedication in the company. The consequences of this theory would result into goodness for all in the company.

Rights Theory: Rights theory states that every person owns a set of rights and it’s up to the governing body to protect their rights. So, if this theory is applied in the case, it would result into the protection of technician’s rights of R&S Electronic Service Company. It is so, as issues covered under rights theory are slavery, abortion, privacy, property ownership, animal rights etc. So, in the case, rights of technicians would be protected to provide them equal pay as like of

Justice Theory:  According to justice theory, persons should be treated equally as per the law and wealthy people should not claim greater rights than other people (Simon, 2000). If this theory is applied in this case, it would result into the equal treatment of technicians in R&S Electronic Service Company.


On the basis of above discussion, it can be concluded by our case study experts that ethical theories are base of what is right and what is wrong. So, by applying the ethical theories, it can be inferred that Jane should not feel fear and inform Brad about what is going in the company. It can be also inferred that by applying theories of ethics, it is easy to resolve issues of ethics. Furthermore, it is also stated that through understanding ethics, an individual can make differentiation between ethical and unethical conduct. It can be also stated that ethical theories facilitate moral development that is good for organizations to ensure ethical conduct.


On the basis above analysis of case by assignment help experts, it can be identified that R&S Electronic Service if facing issue of compensation discrimination. Firm should develop ethical code of conduct to ensure that no one misuse any company capital for personal use. Under this ethical code of conduct, it is recommended to the board of director to see whether that compensation offered to the employees is under the HR policy of the company. Furthermore, it is also essential for the top management to ensure that everyone is following proper ethical code of conduct (Jennings, 2008).

Another thing that should be done by the company is to make strict policy regarding ethical and unethical behavior of employees. Firm should make a scrutiny about the compensation of relatives working in the company. Under this scrutiny, firm should make sure that everything is clearly communicated to all groups. By doing so, it would be helpful to avoid bottleneck and implement core values like honesty, faith, trust and integrity among the employees. Another reason behind developing strict policy regarding ethical behavior is that if any employee is doing work with honesty, he will be promoted before all his/her colleagues.

On the other hand, if any employee is using the organizational resources discriminately like, he/she will be punished. So, this policy will help in minimizing the illegal and unethical practices at the workplace. Another reasoning of developing ethical policy is the impact of such policies, as these will motivate the employees to do work with integrity and also develop fear that if they do any wrong conduct, it can result into negative consequences like termination and demotion.


Geirsson,H, Holmgren, M & Holmgren, M.R. (2010). Ethical Theory: A Concise Anthology. (2nd edn). Broadview Press.

Jennings, M.M. (2008). Business Ethics: Case Studies and Selected Readings. (6th edn). Cengage Learning.        

The Equal Pay Act of 1963. (n.d). Retrieved March 30th 2012 from

Simon, W.H. (2000). The Practice of Justice: A Theory of Lawyers' Ethics. Harvard University Press.

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Panera Bread Company Case Study Assignment Help

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We provide the case study assignment help of the following work..If you need this case study assignment help or any company case study assignment help you can contact us 24X7.

Strategic Alternatives and Recommended Strategy

1. Can the current or revised objectives be met through more careful implementation of those strategies presently in use (for example, fine tuning the strategies)?

2. What are the major feasible alternative strategies available to the corporation? What are the pros and cons of each? Can corporate scenarios be developed and agreed on? (Alternatives must fit the natural physical environment, societal environment, industry and corporation for the next three to five years).

a. Consider stability, growth and retrenchment as corporate strategies.

b. Consider cost leadership and differentiation as business strategies.

c. Consider any functional strategic alternatives that might be needed for reinforcement of an important corporate or business strategic alternative.

Recommended Strategy

1. Specify which of the strategic alternatives you are recommending for the corporate business and functional levels of the corporation. Do you recommend different business or functional strategies for different units of the corporations?

2. Justify your recommendation in terms of its ability to resolve both long and short-term problems and effectively deal with the strategic factors.

3. What policies should be developed or revised to guide effective implementation?

4. What is the impact of your recommended strategy on the company’s core and distinctive competencies?


A. What kinds of programs or tactics (for example, restructuring the corporation or instituting TQM) should be developed to implement the recommended strategy?

1. Who should develop these programs/tactics?

2. Who should be in charge of these programs/tactics?

B. Are the programs/tactics financially feasible? Can pro forma budgets be developed and agreed on? Are priorities and timetables appropriate to individual programs/tactics?

C. Will new standard operating procedures need to be developed?

Evaluation and Control
A. Is the current information system capable of providing sufficient feedback on implementation activities and performance? Can it measure strategic factors?
1. Can performance results be pinpointed by area, unit, project, or function?
2. Is the information timely?
3. Is the corporation using benchmarking to evaluate its functions and activates?
B. Are adequate control measures in place to ensure conformance with the recommended strategic plan?
1. Are appropriate standards and measures being used?
2. Are reward systems capable of recognizing and rewarding good performance

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Thursday, April 14, 2016

Business Communication Assignment Help On Persuasive Requests and Sales Messages

Get Business Communication Assignment Help On Persuasive Requests and Sales Messages by experts.
Persuasive Requests and Sales Messages

Persuasive request and sales messages are majorly found in the business communication. Persuasive writing is a type of formal communication method through which messages are sent to the people. Organizations assignment help experts says that, sales messages are helpful in increasing the overall sales of the company. It is mainly used in order to influence the customers to make purchase of products in absence of the sales person.

Both persuasive request and sales messages are useful in the businesses. It has been analyzed that persuasive request forces other people to support and it is focused towards providing benefit to other people; whereas sales messages are used by the company in order to increase the sales and other people do not support such type of messages. Sales message is formulated mainly for personal benefits. For example, persuasive request for the donation to the social service company will influence the people. On the other hand, sales message is formulated in order to influence the customers for personal gain.
have to follow various steps in order to plan an effective persuasive request. Through the persuasive request, organizations are able to change the attitude and behavior of the customers. On the other hand our

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Wednesday, April 13, 2016

Cellular Manufacturing Marketing Assignment Help

Get marketing assignment help McDonalds Cellular manufacturing is an approach that helps to build a variety of products with little wastage.

Cellular manufacturing Marketing Assignment Help

Cellular manufacturing is an approach that helps to build a variety of products with little wastage. A cell is a

As per marketing assignment help experts, cellular manufacturing provides various advantages such as balanced processes, increased productivity, reduced cost and wastage due to reorganized and tidied up the manufacturing process. Along with this marketing assignment help, part movement, set-up time and wait time between operations are reduced that decreases work in progress inventory and idle capital that can be better utilized at anywhere. It is a combination with other lean manufacturing and just in time processes that helps to eliminate overproduction by producing only needed items.

Cellular manufacturing in fast food restaurant
Food service operators can adopt cellular manufacturing to improve their product and service quality as well as reduce waste and labor costs. Along with this, they can improve customer loyalty through this system. Through this, fast food operators can handle unpredictable demand, excessive error rates and wait time on orders. The operators map daily changes in demand to highlight fluctuations, introduce a self service counter and redesign kitchen and food preparation procedures to standardize food and eliminate waste and labor cost. With the implementation of this, sales will be increased and service time will be improved. Employees could spend more time influencing customers and less time apologizing to them. For example, McDonalds has a discrete flow manufacturing system. The employees can produce fast food items on demand in a cellular environment with flexibility. So, cellular manufacturing can increase the performance of fast food restaurant and customer service of the restaurant.
group of workstations, machine tools and equipment arranged to create a smooth flow. In simple words, cellular manufacturing groups gather machinery and small team of staff, so all work of a product is accomplished in one cell reducing wastage of resources. It is different from traditional batch mode operations, where batch jobs can be stored up during working hours and executed in evening or free time. 

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Monday, April 4, 2016

Outsourcing in IT Firms Assignment Help

Outsourcing in IT consulting organizations Assignment Help

Get Assignment Help on HR outsourcing is important in IT consulting firms due to cost reduction without sacrificing service quality. In IT consulting firms, HR outsourcing is useful to play various activities such as payroll and benefits administration, operations and strategic plans. By utilizing a customized outsourcing solution, organizations are able to devote their internal resources to achieve bottom-line results. Their experienced professionals are dedicated to meet the needs of organizations with the help of in-depth resources and extensive experience by providing solutions to businesses. Organizations can focus on their core business functions by outsourcing other non-core HR functions.


IT consulting firms should outsource their human resource for non-core functions, so their experienced professionals can provide extensive solutions to business firms and clients. Through outsourcing of talented and skilled IT professionals, organizations can provide the highest level of customer service and cost effective solutions to customers. HR outsourcing provides a unique combination of national resources and personal service, so IT consulting firms should outsource their human resources.

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Saturday, April 2, 2016

Enhancing Team Performance Assignment Help Experts

Get Enhancing Team Performance Assignment Help from US,UK and Australian business assignment help experts. 

 Ways to Enhancing Team Performance Assignment Help

 There are different ways to improve the performance of team and team members in significant way. In this,

 As per assignment help experts In order to enhance the team performance, the most effective way is related to the training and development programs. In this, company or manager can provide effective training to the team members about the skills, resources, and improve the knowledge about the work of a particular project. It can be helpful for the organization to improve the skills and knowledge of the team members that also supports organization to improve performance of the teams on different projects. With the help of training and development programs, company also identifies the weak areas of the team members that support the company to provide training on the particular area or subject that support team members to develop specific skills or knowledge in significant manner. For example: If a team works on the project of development of software programs. With the help of training and development programs, team members develop their knowledge about the project as well as increase their skills in order to complete their work effectively. It can also helpful for the team members to improve the performance in the market.
training and development programs, competitive reward system, coaching to the team, partnership in profits, make better communication channels etc. are some ways that support companies to improve the team performance in the market. These ways are also helpful for the company to motivate team members to create effective wok in the organization and also motivates to create effective team work in order to achieve organizational goals and objectives.

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Tuesday, March 29, 2016

Organization Culture Assignment Help on Organizational leaders

Get assignment help on how do your organization's leaders impact your organization's culture? How does the leadership of your organization achieve organizational goals?  

Impact of Organization's Leaders on Organization's Culture

Organizational leaders have a great impact on the organizational culture. They determine level of effectiveness of every individual, group and organization. Leaders affect effectiveness by providing workshop for learning, changing and growing the organization. Through strengthening thinking and behavioral styles, leaders encourage effectiveness and moderate styles (Marsick & Watkins, 2003). All organizational culture changes need leadership to implement these changes in the organization. These changes are drive by co-creation of leaders. Earlier, traditional command and control are used to implement any change in the organization. In contrast, leaders decide inflexible requirements and lead the subordinate through fear for change implementation.

At the same time our assignment help experts stated that, leaders are important resource of the organization that deals with an articulated vision and processing the skills. In addition, processing of skills can be resolved by recruitment and development of their subordinate and followers. These followers are dedicated to accomplish the vision. Leaders are capable to maintain a balance between upper-level plans and front-line policies. In the learning organizations, employees can improve their performance, if the leader uses transformational leadership (Teegarden, Hinden & Sturm, 2010). It is because; organizational leaders identify relationship between learning and performance of the organization. Leaders use different cultural traits and strength to improve the organizational performance.

The organizational culture is affected by qualities of the leader. These qualities make able to motivate others and implement the changes successfully. Leaders have an impact on the nature of work environment and organization. It is so, as attitude of organizational members related to change and motivation is affected by leaders (Kavanagh & Ashkanasy, 2006). They are able to change the employees’ behavior that supports perceptions of leaders towards change. Additionally, leaders can easily manage the resources that are feasible to the capability of business. Leaders use several management strategies to manage organizational change such as change management.

Role in Goal Achievement

Leadership is quite important to achieve the organizational goals and objectives. In my organization, leadership inspires the followers to carry out goals of a team as well as manufacturing organization. There are three key ways by which leadership attains the goals that are selling the vision, persuasion the team and team building (Lunenburg & Ornstein, 2011). Leader in our organization sells the vision to his followers by painting a clear picture in their mind. He provides an attractive and relevant goal for a group and then prepares a clear plan to attain the goal. The effective leadership makes a goal with the positive language. For example, our leader believes in adoption of new technology for producing innovative products and finding new market for product development. It is the vision set by our organization for the follower.

In addition, leader in my manufacturing organization persuades the team to achieve success and attain goal. He convinces followers by using several effective persuasion strategies. An effective persuasion strategy is used by our leader through recognition of members’ needs and to learn how followers can work collectively to accomplish goal (Bligh, Pearce & Kohles, 2006). Organizational goal are accomplished by power, dependence, and effective management. Team building also contributes in achievement of goal that is made by leadership. Our leader develops skilled and experienced employees in my team through team building exercises and activities. On the other hand, leadership is quite significant to achieve organizational goal due to use of staff training. Staff training is an effective way by which skills and knowledge of the employees related to the work are improved in our organization. The increment in the skills and knowledge is quite significant to produce quality and innovative products. Thus, leader of our manufacturing company achieves the goals and enhance efficiency of the organization by using all these ways.


Bligh, M.C., Pearce, C.L. & Kohles, J.C. (2006). The Importance of Self and Shared Leadership in Team Based Knowledge Work. Journal of Managerial Psychology, 21 (4), 296-318.

Kavanagh, M.H. & Ashkanasy, N.M. (2006). The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger. British Journal of Management, 17 (1), 1-25.

Lunenburg, F.C. & Ornstein, A.C. (2011). Educational Administration: Concepts and Practices. (6th ed.). USA: Cengage Learning.

Marsick, V.J. & Watkins, W.E. (2003). Demonstrating the Value of an Organization's Learning Culture: The Dimensions of the Learning Organization Questionnaire. Advances in Developing Human Resources, 5 (2), 132-151.

Schroeder, R.G., Linderman, K., Liedtke, C. & Choo, A.S. (2008). Six Sigma: Definition and Underlying Theory. Journal of Operations Management, 26, 536–554.

Teegarden, P.H., Hinden, D.R. & Sturm, P. (2010). The Nonprofit Organizational Culture Guide: Revealing the Hidden Truths That Impact Performance. USA: John Wiley and Sons.

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Tuesday, March 22, 2016

Performance Management and Compensation Assignment Help

Get assignment help on Performance Management and Compensation and Critical Factors for Successful Implementation by 100% original business assignment help.
Performance Management and Compensation

 There is a strong relationship between performance management and compensation because of important link between performance and rewards. Performance management provides key information for compensation planning on the basis of performance assessment outcome. Decisions related to compensation and rewards are likely to be logical in the presence of performance management system within the organization. Performance management and compensation both are important functions of human resource management that are used to improve motivation and productivity of the employees .

Along with this our assignment help experts says that, compensation decisions are mainly based on the outcomes of performance appraisal process that is also a part of performance management system. Both are important elements of performance based pay system that is used by the modern firms to motivate their workforce for better performance with higher productivity. Additionally, the presence of sound performance management system within the organization rewards better performers with increased compensation and promotions. It indicates that how performance management and compensation are closely related due to dependence of compensation decisions on the outcomes of performance management proces.  

Critical Factors for Successful Implementation

There are various factors that must be considered by the management when implement performance management system within the organization to ensure success and effectiveness. Some of them are as follow: 

Enthusiasm and Commitment: Enthusiasm and commitment of top leadership in terms of active support is one of the most important factors for the successful implementation of performance management within an organization. Before implementation, it is important to consider that top management is actively committed towards the successful implementation of performance management or not.

Skilled Staff: Knowledge and skills level of existing staff is also critical for the successful implementation and sustainability of performance management within an organization. So, it is important for the firm to consider that the selected staff for execution process has required skills, knowledge and experience or not.

Flexibility and Simplicity: It is also essential to consider that the proposed performance management system has the flexibility to adopt changes or not. Along with this, the successful execution also requires that performance management process should be clear and simple.

Strategic Alignment with Other Management Systems: During the implementation, it is also important to consider that performance management process is linked or aligned with organizational strategies, internal support system, reward structure, organizational culture and policies.

Along with these factors, there are some other factors such as organizational culture, training and learning programs, change management process, audit data sources, and clearly defining organization direction etc. that are crucial for the successful execution of performance management system within the organization. 

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Tuesday, March 15, 2016

Information Silos and ERP Assignment Help

Relationship between information silos and enterprise resource planning by
Information silos are the independent functional areas of information system that do not communicate to one another. ERP is used to eliminate Information silos exist in the information system due to loss control over the functional areas. ERP and information silos are the part of information system. Enterprise resource planning integrates the functional areas to ensure proper communication from one part to another part. In other words, if any change occurs in one functional area, it is immediately reflected upon other functional areas by ERP use. So, to handle the integration issues generated by information silos, enterprise resource planning is used by firms. Hence, information silos are the problem and ERP can be defined as the solution of information silos.

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Thursday, March 10, 2016

Ethical Boundaries Assignment Help for stakeholder

Get Ethical Boundaries Assignment Help for stakeholder....Enron is a good example by business assignment help  experts. Get Assignment Help Now.

Overstepping Ethical Boundaries for Stakeholder Agendas

As per assignment help experts, Enron is a good example of a company overstepping ethical boundaries for stakeholder’s agendas.  Enron Corporation is an American energy, commodities, and Services Company based in Houston, Texas. Enron Company.  In Houston, a conference was held by the company for the Wall Street investors and analysts. In this conference, different financial experts were gathered those are related from the natural gas and power industries. The main focus of this conference was to identify Enron’s capabilities for its rapidly growing business of numerous commodities such as electricity, and network bandwidth.

In this conference, Jeffery Skilling the president of Enron Corporation stated that the money losing for this broadband network business is worth of $29 billion or the $37 per share. He also stated that the reason of bankruptcy is to hidden the unethical practices or extra ordinary events that are driven by the behind the scenes deals. These deals were also hidden by questionable accounting that created negative impact on organization. In this way, the company is not fulfilling the ethical boundaries for the stakeholder’s agendas. In order to avoid these types of situation in the organization, the company could develop and implement ethical standards, rules and regulation effectively. By implementing ethical policies in the organization, the company could reduce the chances overstepping ethical boundaries for stakeholder agendas effectively. On the other hand, the business organization could also review the ethical rules time to time.

In addition, the business firm could also develop effective criteria for different accounting standards in an effective manner. Along with this, it should also be noted down that the company could also implement different strategic policies and guidelines to overstepping ethical boundaries for stakeholder agendas. In addition, the company could build separate policies, rules and regulations effectively for the long term purpose. Apart from this, the company could also develop criteria for periodical review. Additionally, the business organizations could also identify the separate standards in order to avoid overstepping ethical boundaries for stakeholder agendas. Hence, it is analyzed that by developing and implementing effective ethical standards and guidelines, the company could avoid such type of issues.

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Managerial Issues Assignment Help

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we provide the Managerial Issues Assignment Help of the following assignment :

  •     Information related to configuration management and preventative maintenance
  •     Industry standards in configuration management and control
  •     Training approaches to allow for adaptive maintenance and confidence.
  •     The effect of globalization on managing and IS infrastructure

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In 21st century, the infrastructure of the business firms has been changed, as information technology has become core resource of the firm. With the assistance of proper information system infrastructure, the management of the firm develops effective strategies and evaluates the market environment, which is essential for long term services (Gupta & Sharma, 2004). This paper is based on the discussion of different managerial issues related to configuration management and preventative maintenance. In addition, industry standards in configuration management and control also discusses in this paper along with the training approaches in information system infrastructure. At last, effect of globalization on managing and IS infrastructure also describes.

Information Related to Configuration Management and Preventative Maintenance
In order to implement the information system infrastructure, several issues are faced by the management those are related to configuration management and preventative maintenance. Configuration management facilitates the management to execute process and policies to evaluate the performance of information system infrastructure. The basic issues associated with the configuration management are maintaining information, required IT services, involvement of relationship between different processes and traceability of different aspects that needs change (Burgess, McKee & Kidd, 2005). Due to highly changing environment, it has become critical for the IT managers to concentrates on a single method of information, it needs regular updates and modification, which create problem for the managers to maintain stability in the infrastructure (Contini & Cordella, 2007).

In addition, preventative maintenance allows the management to analyze the reliability of the information system infrastructure of the firm. It increases the dependency of the firm on the established data center system to manage the flow of different information. It is also essential to decrease the level of unit failure (Burgess, 2003). Due to rapid changes in the technology, it has become difficult for the managers to rely on a single preventive maintenance system. Manager should focus on efficiency of preventive maintenance to maximize the ability of the system to record and secure data.

 Industry Standards in Configuration Management and Control

For the effective execution configuration management and control process, it is also imperative for the business organization to follow some industry standard. According to international standard organization (ISO 10007), in configuration management should be based on the tracking of documents for the future security of data and information (Burgess, McKee & Kidd, 2005).  In addition to this, United States military department has implemented Military standard 973, which require configuration identification, control and audit. It also needs all documents to identify that, which people are authorized to assess the specific data and information (Wilhite, 2012).

Another stands is IEEE 828, in order to control configuration management, essential standard is the implement of software code change. According to this standard, it is imperat9ive to outline the configuration management and control plan and this standard software code change program should not be applicable on all mechanism assemblies (Wilhite, 2012; Hurst, 2007). All the standards are different from each other but the main purpose of these standards is to contain detail information, documents and records to verify the different parties who are using information. All these record are essential to maintain accountability and reliability of data and to ensure that modification in the software and hardware are done under specific guidelines and instructions (Wilhite, 2012)

Training Approaches to Allow For Adaptive Maintenance and Confidence

The process of adaptive maintenance and confidence require deep thinking and technical knowledge to ensure effective management of information infrastructure and technology development. As the benefits offered by adaptive maintenance are associated with the multiple domains, thus the training approach should be based on the development of technical skills and expertness. In this system, a systematic approach should be used for training, which comprises, on the job training, off the job training as well as coaching and mentoring (Tansey, 2008).

Firstly, off-the job training process should be conducts, so that candidates can learn about the importance of adaptive maintenance and confidence. Rather than this, on the job training approach will be beneficial to develop the skills of the candidate to face real and practice situations and strengthen their multiple skills to manage technical problems. Under the process of coaching and mentoring they will learn about the required standard importance of security and how to maintain security level and prevention of data leakage (Harris, 2007). This is also beneficial to generate high level of integrity and effectiveness to develop security codes.

The Effect of Globalization on Managing IS Infrastructure

Globalization and information system infrastructures are directly proportional to each other, which facilitates the development of whole world. Due to globalization, process of information flow has been increased and the world has become digital from traditional, as all the people are using technology devices to communicate and manage information and important data (Gupta & Sharma, 2004). As globalization has left a positive effect on information system infrastructure, it has some adverse impact also. For instance, digital flow of information has increased the level of crime and security concerns. In addition, it has also impacted business environment, as all the companies want to become international to earn high profits. Pressure on industries and companies has also increased due to regular changes in the requirement of customers and improvement in their knowledge of information system. Due to information system, global people have availability of more substitutes, which increases competition in the business (Contini & Cordella, 2007).

Dependency of corporate and social people has increased on information system infrastructure and a single failure of IS infrastructure effects the daily routine of consumers. Threat of data disclosing and manipulation of information has been reduced but threat of information stealing is continuously increasing. Apart from this, complexities in the security mechanics also create problems for the common people to manage information at broad level (Harris, 2007).


According to the above explanation by our assignment help experts of configuration management and preventative maintenance, it can be said that information system infrastructure is quite complicated process in which configuration of information and management of information is importance to manage the flow and ensure success of information unit. Different standard has been executed by industries to ensure the successful implement of information system and protect data and document. A systematic approach of both off the job and on the job training should be used for adaptive maintenance and confidence.


Burgess, T.F., McKee, D. & Kidd, C. (2005). Configuration management in the aerospace industry: a review of industry practice. International Journal of Operations & Production Management, 25 (3), p. 290 – 301.

Burgess, M. (2003). On the theory of system administration. Science of Computer Programming, 49, p. 1-46.

Contini, F. & Cordella, A. (2007). Information System and Information Infrastructure Deployment: the Challenge of the Italian e-Justice Approach. Retrieve from

Gupta, J.N.D. & Sharma, S.K. (2004). Intelligent Enterprises of the 21st Century (eds). Idea Group Inc (IGI).

Harris, D. (2007). Organisational Management and Information Systems. Publisher Elsevier.

Hurst, J. (2007). Configuration Management and Controls. Retrieved from
Tansey, W.S. (2008). Automated Adaptive Software Maintenance: A Methodology and Its Applications. Master of Science in Computer Science and Applications. Retrieved from

Wilhite, T. (2012). Industry Standards for Configuration Management and Change Management. Retrieved from

Wednesday, March 2, 2016

Marketing Communications Assignment Help

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Communication Process for Viral Marketing      

Viral marketing is the strategy in order to get consumers to share the marketer’s message through e-mails and online video. It is the marketing strategy that is focused towards spreading awareness about the particular products and services within the market. It has been analyzed that important information about product and services is circulated through viral marketing. Viral marketing works similar to the virus. It also communicates the message quickly into the market. With the help of viral marketing, marketers can be able to communicate the good words about the products and services. Viral marketing communicate the messages in two ways such as spontaneous communication and planned communication. We provide the quality marketing assignment help services.

Spontaneous communication is the strategy which is mainly focused towards provision of product and services by the company. This strategy believes that when the consumers are satisfied with the product and services then they would provide feedback in form of repeating the purchases. as per marketing assignment help experts, In case of planned communication, a program is set up by the company in order to generate awareness among public about the offer of product and services. For example, launching of Hotmail was very successful due to the effective viral marketing.

Difference in Viral Marketing and Conventional Marketing

Both viral marketing and conventional marketing is focused towards attracting the large part of customers to buy product and services. It has been analyzed that viral marketing is uncontrollable whereas conventional marketing is uncontrollable. Conventional marketing set the targets before doing the marketing of products and it will surely deliver the results. On the other hand, viral marketing campaigns are totally based on the others and distribute the message through social media. It does not set any targets before doing the campaigns. Another difference between viral marketing and conventional marketing is viral marketing majorly depends on social sharing whereas conventional marketing is dependent on delivering the message to target audience.

It has been analyzed that conventional marketing find out where the target audience is and make sure that advertisement should be done in those areas. On the other hand, viral marketing is done randomly and do target any market in order to capture the customers. Therefore, it has been analyzed that marketing company has to use both type of marketing strategy in order to address the large part of customers. In today’s competitive market environment, both strategies play an important role for all the companies.

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Saturday, February 27, 2016

Case Study Assignment Help : Tarheel Textiles

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Case study assignment help question :

Case Study: Tarheel Textiles 

This assignment help case study is designed to expose students to a variety of conditions that may or may not indicate a fraud has been committed. Consideration must be given to errors that are present in a normal business environment, internal control weakness accepted by management, as well as obtaining an understanding of procedures and their long-range effect on business. Students need to understand the overall control environment and not just deal with individual procedure errors.  
Please read all of the requirements carefully. Make sure your paper addresses each item.  Please edit and proofread your paper.  It represents 25% of your course grade.This assignment is to be completed using only the materials authorized for use in this class. If you have any questions as to what is expected, please contact the instructor. 
1. If you were part of the audit team, what additional questions would you ask to gather more audit evidence?  . You need to focus on what is most important to this case which is how to improve the process and secondly to render an opinion on whether a fraud has been committed. You must come up with at least 15 relevant questions. You must indicate what you hope to learn from each question (i.e., what is the intent of the question) and to whom the question would be addressed.  
Parts 2-3must be written as a formal audit report. Assume you are writing your report for senior management and the audit committee of the board of directors. There are many different ways to write an audit report.  You are free to choose a format which works for you.  In addition to the readings and discussion in week 7, you may want to view actual audit reports on or a state web site and sample audit reports on KnowledgeLeader or AuditNet.
2.  What is your overall conclusion concerning the internal controls over the Loom Reclamation Program?In your opinion, has a fraud been perpetrated?  If so, what evidence supports the allegation?  Is it firm enough to convict the person(s) in court?  Please explain the rationale for your conclusions.  
3.What are the ten most significant internal controls weaknesses in the Loom Reclamation Program?  Give it a lot of thought. You need to write an audit comment for each item which includes your recommendation.   When you describe an internal control weakness, make sure your intended audience will be able to understand it (i.e., senior management).  


Many of Tarheel Textiles' old Draper looms have recently been replaced with more modern and efficient weaving machines.  Instead of being junked or scrapped, these surplus looms are sent by the plants to the Supply Support Division where they are stripped of all useable parts.  These parts are reconditioned, stored, and placed on perpetual inventory records as used supply items.

Manufacturing facilities within Tarheel route all of their purchase orders for Draper loom parts through the Supply Support Division.  This includes orders made out to Draper Company and all other vendors from whom Draper parts can be purchased.  Supply Support reviews its inventory records (and will hold the order for no more than one day) to determine the availability of used parts generated from the loom stripping program.  If parts are available within Tarheel, the purchase order to the vendor is altered and the Supply Support Division ships the available parts automatically to the ordering plant.  The altered purchase order is then sent to the vendor.
This program has resulted in substantial savings to Tarheel.  Also, many of these older parts are in short supply and are, therefore, difficult to obtain within a reasonable delivery time.

The Loom Reclamation Program operates as follows:

1.    Plant sends to the Supply Support Division all surplus Draper looms.  These looms may or may not be operative, but would have been scrapped at the plant, or otherwise disposed of, had they not been shipped to Supply Support.
2.    Plant prepares a shipping document, which accompanies each shipment of looms.  This shipping document lists each asset shipped, identified with the Tarheel fixed asset tag number.
3.    The shipping plant prepares the necessary reports to transfer these surplus items to the Supply Support Division fixed assets ledger.
4.    The looms are transferred, unloaded, and placed in a 3-1/2 acre fenced-in field.
5.    Shipping documents are sent to the administrative office, where looms listed on the shipping document are compared to the quarterly printout received from Corporate Accounting which lists all assets transferred to Supply Support during the quarter.
6.    The administrative area keeps a manual listing of looms.  This list is reconciled quarterly with the computer-generated fixed asset ledger received from Corporate Accounting.

Loom Teardowns
1.    Looms are torn down daily (as many as time permits).  The teardown process includes:
            -  Removing the Tarheel Textile asset tag number.
            -  Stripping the asset of all useable parts.
            -  Reconditioning these parts.
-  Storing any salvageable metal and the residue (or carcass) in a central area. The residue is usually the loom frame and some useable pieces of metal.

2.    A Loom Teardown Report is prepared weekly.  The report lists by identification tag number each loom torn down during the week.  Sometimes, however, tag numbers are missing
from the looms--many of the looms are old and thus the tags have been jarred loose or have fallen off during shipment.

3.    This report is sent to the Administrative Office where it is used to authorize removal of these looms from the fixed assets accounting records.  The tag number identifies assets on the ledger.

4.    The loom parts salvaged as a result of the loom teardown are collected.  A quality control person reviews each part to determine whether it is reusable as is, needs to be reconditioned, or should be sold as scrap metal.  The reusable parts are eventually sent to the Supply Room and placed on perpetual inventory records for accountability.

Sale of Reconditioned Loom Parts

Written Customer Orders:
1.    The computer generates a shipping document based on a written customer order. The customer may be a Tarheel Textiles plant or another company.

2.    The shipping document is reviewed in the Supply Room.  If inventory records indicate reconditioned Draper loom parts are available in bins, these parts will be used to fill the order.  If inventory records show no parts available, the Supply Room Clerk copies these part numbers/descriptions on a sheet of paper.
3.    This sheet of paper goes to the Loom Teardown Supervisor.  Crewmembers will go out to looms in the field and strip the needed parts from the looms.
4.    These parts are sent to the Supply Room, along with the piece of paper, for review and to make ready for shipment.
5.    The Shipping Supervisor loads goods onto the truck.  He checks against Notice of Shipment to assure accuracy of loading.
6.    The loaded truck leaves premises.

Telephone Orders:
1.    Verbal orders received from customers, either by the Supply Room or the Loom Teardown Supervisor, are handled similarly except that no written customer order exists.  All information is written on an order form.
2.    The two supervisors coordinate selection of parts, either from Supply Room bins or stripped from looms in the field.
3.    After the parts have been pulled and the order is ready for shipment, the Supply Room Supervisor contacts the Administrative area so that a shipping document may be prepared, based on the items listed on the order form.
4.    The shipping document is sent to the Shipping Supervisor.
5.    The Shipping Supervisor loads goods onto the truck.  He checks against the Notice of Shipment to assure accuracy of loading.
6.    The Shipment leaves the premises by Tarheel Textile truck, customer truck, or common carrier.

Disposal of Residues and Scrap Metal
1.    The Loom Teardown Supervisor usually receives customer orders verbally.  Johnstone & Company is the primary customer to whom Tarheel sells loom residues and scrap metal.  A company representative will often come to Tarheel, select loom residues and scrap parts he wants to purchase from those available, and supervise the loading of his truck.

2.    The Loom Teardown Supervisor calls the Administrative Area and requests a shipping document be prepared since Company policy prohibits any vehicle from leaving the premises without a Notice of Shipment.  The Supervisor gives the office all the information necessary to prepare the document.

3.    The truck leaves the premises from the loom field through the main gate.


1.   The Telephone Call
Mr. Arthur Thomas, the buyer in Corporate Purchasing responsible for the disposal of Tarheel Textiles' surplus assets (including the sale of all parts from the Supply Support Division), received a telephone call from a person who stated he had previously worked for Tarheel Textiles.  The caller alleged that the Supervisor of the Loom Teardown Program at Tarheel's Supply Support Division was instructing employees to locate 64" X-3 Draper looms and load them onto trucks without a valid customer order.  The caller, who refused to identify himself, stated he had been fired from his job at the Supply Support Division because he "knew too much about what was going on."

      Mr. Thomas contacted the Director of Corporate Purchasing (his superior), the Supply Support Division Manager and Director of Corporate Security.  An investigation ensued, and the information on the following pages was obtained from various sources.
      A Corporate Security investigator visited the Supply Support complex. The security survey disclosed that:
a.    The entire area was fenced, and the fences were in good repair.
b.    The main entrance gate and the gate to the field of looms could be locked.
c.    The field of looms was located approximately 400 feet from the main gate.  Surplus electric motors had also been placed in this field.
d.    Administrative/Accounting Offices were located directly across from the loom field.
e.    No safety or fire hazards existed.
f.     No security persons, guards, or watchmen were used at the site.
g.    The main gate opens onto a relatively busy intersection.

A review of the Supply Support Division personnel records revealed that only one person had been involuntarily terminated since the inception of the Loom Reclamation Program.  The security investigator contacted this individual and reported he firmly believed that this person did not place the telephone call to Mr. Thomas.In addition, in order to facilitate his understanding of the situation, the investigator obtained the Organization Chart.

2.  The Loom Teardown Crew

While at the location, the Corporate Security investigator interviewed some of the members of the Loom Teardown Crew. Leon Curtis, a crewmember, spoke first.  Leon, now a part-time employee, is a retired loom mechanic from a nearby Tarheel plant and has been employed by Tarheel for 35 years.  "Every day Shaw (Loom Teardown Supervisor) had us looking all over the field for 64" X-3 Draper looms.  And that's no easy job either, especially when the looms are stacked on top of each other, so close together and 8 or 9 in every row.  He wouldn't tell us why and wouldn't ever take `no' for an answer.  None of us knew of

any customer order for those looms.  We would load the looms onto a truck with other items Johnstone wanted--loom residues, scrap parts, and sometimes even reconditioned parts.  Johnstone kept a truck in the Loom Teardown Area between pick-ups. We loaded scrap metal onto his truck each day.  A fellow from Johnstone & Company would come by, usually every Friday.  He would look over the parts on the lot for anything else he wanted to buy and would exchange trucks."

      A second crewmember, Harvey Jolly, appeared somewhat ill at ease.  He was a lanky fellow with thinning hair, about 45 years of age.  He was constantly smoking a cigarette.  Harvey said, "I've thought something crooked was up for quite a while, ever since Bob Johnstone started coming over here occasionally instead of the usual guy.  A couple of times Shaw and Johnstone would leave for lunch in Shaw's Corvette, and they wouldn't come back until 3:00 p.m.  No, you can't tell me something wasn't happening."

      Danny Burton, a young crewmember about 19 years old, interjected, "We aren't the only ones who knew something wasn't right.  Ask Clark Danley (a Supply Support Division Engineer).  He can tell you a lot more than we can.  Anyway, I've always wondered why Tarheel Textiles would even think about hiring somebody with a criminal record."
      Harvey Jolly spoke again.  "It's difficult keeping up with all these parts, especially when you tear down as many as 12 or 14 looms a week.  Take the brass, for instance.  We put all the brass pieces in separate baskets, and entire baskets will sometimes disappear during weekends. We try to keep track of all the parts, especially after we steam clean, repair, and repaint them.  But with so many parts, it's really hard."

      Leon Curtis said, "We're really glad to be able to talk to you about this.  We've been talking about it among ourselves but didn't know whom to turn to.  It just isn't right for us to work hard and try to do the best we can at our jobs, when somebody else is doing just the opposite."

      The Security investigator thanked each crewmember for his cooperation and urged them to contact him if they thought of anything further.

3.  Alan Shaw
      The Security investigator and Supply Support Manager interviewed Alan Shaw, the Supervisor of the Loom Teardown Program.  Mr. Shaw is 36 years old and married.  He and his wife are expecting their second child shortly.  Shaw is a very outgoing and congenial person and makes friends easily.  Many have said Shaw is a "natural" manager and works well with people.  Past performance evaluations have indicated that his only shortcomings are his impatience and quick temper.

      When confronted with the charges, Mr. Shaw denied any wrongdoing and demanded proof of the allegations.  Shaw said, "I've always followed established procedures and tried to do things properly.  But you just can't watch everybody all of the time, and I trust my      employees to do the right thing."  Shaw stated, "I've never had any trouble in the three years I've worked with Tarheel Textiles or with anybody I've ever worked for.  I'm a hard worker. You know I've worked a lot of overtime hours in order to get the job done.  I even had to request gate keys so I could work at night in order to keep up with my workload.  I would be foolish to do anything to jeopardize my career with Tarheel, especially since my family and I have just moved into a new house."
      Two days later Mr. Shaw requested a meeting with the Supply Support Manager.  Shaw stated that this situation had cast suspicion upon him, that his employees could never have confidence in him again, and that he wasn't sure he wanted to work for a company that would accuse him of such things.  Alan Shaw asked to be suspended of all job responsibilities, pending the result of the investigation.

      The Supply Support Manager was disappointed; he thought Mr. Shaw had always performed well, had a lot of potential, and was a "diamond in the rough."  But he had no alternative but to suspend Mr. Shaw.

4.   The Johnstone & Company Visit

      Mr. Arthur Thomas, Corporate Buyer, and a Corporate Security investigator visited Johnstone & Company for the purpose of interviewing key employees who might provide pertinent information.  Johnstone & Company was the customer to whom the majority of loom residues and surplus loom parts were sold.  The company deals primarily with the sale of scrap and junk metal, but also markets converted looms and other textile machinery.
      Because of their long-standing business relationship, Arthur Thomas asked to speak privately with Mr. Gordon Johnstone, President of Johnstone & Company, before the Security investigator questioned him.  After a 45-minute discussion, the Security investigator joined them.
      Mr. Johnstone vehemently denied knowledge of any wrongdoing.  He stated he had not given any financial inducement to Tarheel employees for shipping any completed looms or other parts.  He said, "Loom residues and scrap parts are brought onto my lot in a Johnstone & Company truck from Tarheel Textiles.  The items are unloaded and placed in the "junk field" with all other scrap metal.  We don't check each item received to an invoice from your company.  We just don't have the time and don't consider it necessary.  I have been conducting business with Tarheel Textiles for over 10 years, and our methods and approaches have never been questioned.  Our ethics, I assure you, are above reproach."

      The investigator asked to speak with Mr. Johnstone's son, who was associated with the business as a Vice President of Sales.  Mr. Johnstone replied, "Bob is not here at present; however, I see no reason for your talking to him.  No member of my family has ever been associated with any disreputable business transaction.  My son and I are both active members of local civic organizations.  Your innuendos are not appreciated, and I don't think we have anything else to discuss."    

      Mr. Thomas and the security investigator thanked Mr. Johnstone for his assistance.  As they were leaving, the investigator noticed that the Draper identification plates had been removed from some of the Tarheel loom residues on the lot.

5.   The Inventory
      Corporate Security reviewed its findings to date with the Director of Corporate Purchasing and the Supply Support Manager.  All concurred that a physical inventory of looms in the field needed to be taken.  Written procedures were developed and included the following:

a.    The inventory would be taken by total count only, not by individual type/size loom.  An exception was that all 64" X-3 looms would be identified separately.
b.    Each loom would be tagged when counted.
c.    The total number of looms in each row was to be written on a separate tag and attached to the loom at the end of each row.
d.    All tags must be accounted for.
e.    Instructions were to be discussed with all persons participating in the inventory-taking process prior to starting.
      Approximately 2,700 looms were counted, and 42 man-hours were needed to take the inventory.  Reconciliation of the overall physical count to quantities on inventory records disclosed a net shortage of 59 looms.  (There was a 72-unit shortage of looms that had not yet been stripped.  A gain of 13 looms residues was disclosed.)

      The variance relating to 64" X-3 looms was isolated:
                        34  looms on inventory records
                        (5) looms on hand in field
                  29  loom shortage

6.   The Inventory Record Review
      The Administrative/Accounting Office also did some investigative work:
a.    A reconciliation of loom residues invoiced since inception of the program (approximately 24 months) to looms removed from the fixed asset ledger, taking into consideration residues currently on hand, revealed a shortage of 38 looms.
b.    Accounting personnel stated that the possibility of poor record keeping, especially in the first months of the program, and inaccurate preparation of Loom Teardown Reports could explain a portion of this variance.

c.    Sixteen Tarheel Textile fixed asset identification tags were located in Mr. Shaw's desk drawer and toolbox.  These appeared to have been accumulated over a period of time.  Accounting personnel traced these tag numbers to the fixed asset ledger:  all numbers were identified with 64" X-3 Draper looms.
d.    No customer invoices for brass had been issued during the last 12 months.
e.    No 64" X-3 Draper looms were listed on shipping documents which supported shipments made during the last six months.


7.  Other Pertinent Information

      The average market value for these Draper looms is $750.  Converted looms can sell for as much as $7,500.  The value of parts varies, but ranges from $2 to $70.  Johnstone & Company has been paying Tarheel Textiles $75 to $100 for each loom residue purchased.

a.    Approximately two pounds of brass can be salvaged from each stripped loom.  This brass can be sold to a local dealer for 53 cents/pound.
b.    The 64" X-3 Draper loom parts may be used in converting looms to air-jet looms, which are more efficient and utilize newer technologies.
c.    In recent months, Johnstone & Company has also been purchasing reconditioned loom parts in addition to scrap metal.
d.    Cathy Shaw, wife of the Draper Area Supervisor, works as a billing clerk in the Supply Support Accounting Office.
e.    Leventhal Parts & Supply Company also purchases a small percentage of loom residues and unusable parts, but only offers Tarheel Textiles $50 per residue.


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