Case Study Assignment Help : Tarheel Textiles

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Case Study: Tarheel Textiles 

Objective

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.  

Required 

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 www.gao.gov 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).  

    

     Background

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.

 

Operation

The Loom Reclamation Program operates as follows:

Receiving

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.

 

Situation

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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Consumer Behavior Assignment Help on Purchasing

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I have purchased a cell phone last month, as I wanted to have something new with my gadgets.


Impact of 4P’s

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Product: Product features like camera, music download capacity, design of mobile headset, etc affected my purchasing decision (The Marketing Mix Revisited: Towards the 21st Century Marketing. It is so, as there were various models available with similar price range of Samsung, Motorola, Sony, Nokia etc, but I was attracted by the features of Nokia mobile. So, I choose to purchase mobile of Nokia.

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Place: Place is another important marketing mix factor that influenced my purchasing decision of mobile phone. There are various retail stores in city that have a great range of all kinds of mobile phones.  I chose the nearby retail store that is also accessible and reliable due to its after sales services. So, due to all these aspects, I purchased my mobile phone from nearby store.

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Case study assignment help on Apple, Google, Coca Cola and American Airlines

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Respond to the four writing prompts below. at least two online sources need to be used

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Organization Socially Responsible Efforts Assignment Help

Create a Organization socially responsible effort by assignmenthelpexperts Com. The type of organization or person this is for does not matter. 
Discuss one of the following questions:

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·What considerations did you take into account when making or creating your selection?



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 Socially Responsible Efforts Assignment Help

Social responsible efforts of an organization create great impact on the community. Through the social responsible efforts, company will improve the social life of its employees as well as their families in order to improve the effectiveness and efficiency of the employee. Through this effort communities in a particular geographical area will also improve the life style and living standards of people and employees. It will also be helpful for communities to develop the social standards. A responsible social effort of an organization will also improve the education within the communities. Through the corporate social responsibilities activities, organization provides effective directions to the communities to improve the level of education. It will be helpful for the company to train future employees for the work.

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In this human resource essay assignment help, our assignment help experts explain the  recruitment strategy of Organization. Get HRM assignment help now! 

Company Overview: Apple Inc. is an American multinational corporation that designs and sells consumer electronics, computer software, and personal computers. Apple's core product lines are iPad, iPhone, iPod music player, and Macintosh computer line-up.  In addition, the company is the global leader in the electronic and computer product . There are several causes behind the selection of this organization. First, effective and appropriate strategies & processes for recruitment are used by the company continuously.  It also uses ethical standard and codes of conduct in the recruitment to manage diversity and to reduce discrimination.

 At the same time our human resource assignment help experts says that, company also follows different strategies and policies to recruit different levels of employees within the organization such as: senior leaders, mid-level managers, and technical positions. In addition, innovative and technical methods are also used by this business organization to bring the more flexibility and reliability in the recruitment and selection process. Similarly, the recruitment policy of Apple also reflects the strategic vision and core objectives of the organization . Apart from this, Apple also provides equal employment opportunities for all sections of the society

The outline of this solution includes three different levels and positions that are senior leaders, mid level managers and technical positions. For these positions, Apple incorporation uses current recruitment methods and techniques that utilize talent pool and helps to select appropriate candidates for these positions. These methods are quite effective to select applicable candidates, who have good knowledge and skills in their fields. These candidates provide the optimum output that supports the organizational goals. With the help of these methods, a company can retain diverse employees and can improve its recruitment process. These methods are also effective to get the right people for right job within the right time period. Apple incorporation uses the current recruitment methods to select the best candidate faster. The diverse talent of Apple is helpful in the growth and organizational development. With the diverse talent such as stave job, who was CEO of this company led it and provided a great success in the IT field. Its recruitment methods such as interviews, technical analysis, skills and experience analysis of the candidates, outsourcing helped the company to cover the talent from the competitive market. These methods give priority to the candidates, who are skilled and have good knowledge about the work. We provide the original assignment help services in Australia and USA

 The current process used by the company to identify the talented candidates is effective. For instance, company develops job descriptions that focus on the core duties and essential functions of a job rather than how it is to be achieved. The job description of the company helps to select the only employees, which are well qualified and are meeting with the needs of the organization. In addition, to attract talented candidates for the jobs, the organization communicates the position in such a way that job seekers respond only if they have the required knowledge and skill. Similarly, company also identifies qualified applicants by providing enough information for unqualified persons to make them aware about their skills and knowledge, which they have. In addition, Apple also uses different sources of advertisement, which company describes opportunities for growth and predetermined specific role and duties in order to identify highly talented candidates.  Apart from this, to find the highly talented candidates, company also proves company's value along with the job description. At the same time, the company also seeks the other companies and institutes, which provide the people with required talent that is also beneficial for the firm to identify the talent candidates.                        

The selection process of the company is also effective because during the interviews, company identifies candidate characteristics in an effective manner.  The company also uses legal parameters at the time of selection. For example, Civil Rights Act (1964), Disabilities Act of 1990 and the Age Discrimination in Employment Act of 1967 are the important and significant laws that are used by the company in the selection process. At the same time, company also asks behavioral-based questions from the candidates for their reaction to a hypothetical situation. Hence, the company is fulfilling ethical standards and corporate responsibilities in the selection process.

In addition, company uses effective methods and strategies to select the candidates.  For example, the selection process of the company avoids complex procedures and processes that can confuse and alienate potential participants. At the time of selection, organization clearly defines the role and responsibilities for the particular job.  In this way, company clearly indicates the criteria of the jobs. It brings the flexibility and reliability in the selection process of the company. Along with this, Apple also selects the employees through the appointment panels, which is a group of top management, by taking the final decision about the selection in order to avoid organizational obstacles. 

In order to retain highly talented candidates, Apple provides financial and non financial rewards to their employees and workers. For instance, company provides different types of non-financial rewards to their employees such as job security, good working environment, medical facilities and promotion opportunities to retain highly talented candidates. In addition, company also uses open communication policy which the employees can communicate with the top management. At the same time, company also offers stock options or other financial awards for the employees to retain them. Apart from this, company also provides promotional opportunities to the employees.

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Retirement Case Study Assignment Help

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 It’s Better Late than Never!

 “Boy, this is all so confusing,” said Ryan as he stared at the papers on his desk. If only I had taken the advice of my finance instructor, I would not be in such a predicament today.” Ryan Daniels, aged 27, graduated five years ago with a degree in food marketing and is currently employed as a middle-level manager for a fairly successful grocery chain. His current annual salary of $70,000 has increased at an average rate of 5 percent per year and is projected to increase at least at that rate for the foreseeable future. The firm has had a voluntary retirement savings program in place, whereby employees are allowed to contribute up to 11% of their gross annual salary (up to a maximum of $12,000 per year) and the company matches every dollar that the employee contributes. Unfortunately, like many other young people who start out in their first “real” job, Ryan has not yet taken advantage of the retirement savings program. He opted instead to buy a fancy car, rent an expensive apartment, and consume most of his income.

However, with wedding plans on the horizon, Ryan has finally come to the realization that he had better start putting away some money for the future. His fiancée, Amber, of course, had a lot to do with giving him this reality check. Amber reminded Ryan that besides retirement, there were various other large expenses that would be forthcoming and that it would be wise for him to design a comprehensive savings plan, keeping in mind the various cost estimates and timelines involved.

 Ryan figures that the two largest expenses down the road would be those related to the wedding and down payment on a house. He estimates that the wedding, which will take place in twelve months, should cost about $15,000 in today’s dollars. Furthermore, he plans to move into a $250,000 house (in today’s terms) after 5 years, and would need 20% for a down payment. Ryan is aware that his cost estimates are in current terms and would need to be adjusted for inflation. Moreover, he knows that an automatic payroll deduction is probably the best way to go since he is not a very disciplined investor. Ryan is really not sure how much money he should put away each month, given the inflation effects, the differences in timelines and the salary increases that would be forthcoming. All this number crunching seems overwhelming and the objectives seem insurmountable. If only he had started planning and saving five years ago, his financial situation would have been so much better. But, as the saying goes, “It’s better late than NEVER!”

 Case study assignment help questions:

1.      What was Ryan’s starting salary? How much could he have contributed to the voluntary savings plan in his first year of employment?

2.      Had Ryan taken advantage of the company’s voluntary retirement plan up to the maximum, every year for the past five years, how much money would he currently have accumulated in his retirement account, assuming a nominal rate of return of 7%? How much more would his investment value have been worth had he opted for a higher risk alternative (i.e. 100% in common stocks), which was expected to yield an average compound rate of return of 12% (A.P.R.)?

3.      If Ryan starts his retirement savings plan from January of next year by contributing the maximum allowable amount into the firm’s voluntary retirement savings program, how much money will he have accumulated for retirement, assuming he retires at age 65? Assume that the rate of return on the account is 7% per year, compounded monthly and that the maximum allowable contribution does not change.

4.      How much would Ryan have to save each month, starting from the end of the next month, in order to accumulate enough money for his wedding expenses, assuming that his investment fund is expected to yield a rate of return of 7% per year and the inflation is 4% annually?

5.      If Ryan starts saving immediately for the 20% down payment on his house, how much additional money will he have to save each month? Assume an investment rate of return of 7% per year.

6.      If Ryan wants to have a million dollars (in terms of today’s dollars) when he retires at age 65, how much should he save in equal monthly deposits from the end of the next month? Ignore the cost of the wedding and the down payment on the house. Assume his savings earn a rate of 7% per year (A.P.R.).

7.      If Ryan saves up the million dollars (in terms of today’s dollars) by the time of his retirement at age 65, how much can he withdraw each month (beginning one month after his retirement) in equal dollar amounts, if he figures he will live up to the age of 85 years? Assume that his investment fund yields a nominal rate of return of 7% per year.

8.   What is the lesson to be learned from this case? Explain.
Bonus Points Question (5 points)

 9. After preparing a detailed budget, Ryan estimates that the maximum he will be able to save for retirement is $300 per month, for the first five years. After that he is confident that he will be able to increase the monthly saving to $500 per month until retirement. If the account provides a nominal annual return of 7%, how much money will Ryan be able to withdraw per month during his retirement phase?

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As an HR Consultant to New Health Medical Systems, you have been asked to evaluate the company’s staffing strategy to determine how well it aligns with the new strategic goal and the requirement to fill 35 new positions.

Case Study Assignment Help Scenario

New Health Medical Systems is a large hospital and healthcare system in the southwestern part of the United States. The Board of Directors recently announced a new strategic direction to become a regional center for critically ill patients. As a part of that strategy, the organization has opened a new cardiovascular unit, where patients can receive care for heart attacks, strokes and other types of cardiovascular disease. The organization was quickly able to recruit a quality physician to head the unit. Additional professional staff was also relatively easy to find; however, finding qualified technicians has become much more difficult than originally anticipated. The problem doesn't seem to be so much in terms of being attractive to candidates, but rather a lack of skilled technicians in the immediate region. Most of the skilled technicians are already employed, and are not actively seeking jobs with other organizations. The director of staffing for the organization has been asked to create a new staffing strategy to fill the 35 new positions in this department. After considering alternatives, she is recommending the following.

1.   Place advertisements in the local newspapers.
2.   Contact staffing agencies that specialize in placing technicians into health care facilities.
3.   Organize a job fair and invite local professionals to attend.
4.   Offer a $1,000 signing bonus to anyone who joins the organization and stays for at least 180 days.

Present your evaluation of the staffing strategy to New Health Medical Systems management in memo of no more than 700 words. The following questions should be addressed in the memo:

To what degree does the staffing strategy align with the company’s new strategic direction?What changes or additional recommendations would you propose be done to the staffing strategy in order to meet the organization’s goals?

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Two types of marketing channel strategies Assignment Help

(1)    Push marketing strategy and

(2)    Pull marketing strategy.

Effective Marketing Channel Strategies

In the above two strategies, push channel strategy is more effective strategy for marketing as compared to pull strategy. It is because; it manly focuses on the manufacture’s promotional efforts towards the member of distribution channel in order to increase sales of a product or service. Along with this, tactics of push strategy are not only useful to promote products or services in the market along with this, it is also effective to crate positive brand image among the customers. 


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