Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s Field Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- efficient Volkswagen and Japanese imports, the Ford Motor Company introduced the subcompact Pinto in the 1971 model year. Lee Iacocca, Ford’s president at the time, insisted that the Pinto weigh no more than 2,000 pounds and cost no more than $2,000. Even with these restrictions, the Pinto met federal safety standards, although some people have argued that strict adherence to the restrictions led Ford engineers to compromise safety. Some 2 million units were sold during the 10- year life of the Pinto.
The Pinto’s major design flaw— a fuel tank prone to rupturing with moderate speed rear- end collisions— surfaced not too long after the Pinto’s entrance to the market. In April 1974, the Center for Auto Safety petitioned the National Highway Traffic Safety Administration (NHTSA) to recall Ford Pintos due to the fuel tank design defect. The Center for Auto Safety’s petition was based on reports from attorneys of three deaths and four serious injuries in moderate- speed rear- end collisions involving Pintos. The NHTSA did not act on this petition until 1977. As a result of tests performed for the NHTSA, as well as the extraordinary amount of publicity generated by the problem, Ford agreed, on June 9, 1978, to recall 1.5 million 1971– 1976 Ford Pintos and 30,000 1975– 1976 Mercury Bobcat sedan and hatchback models for modifications to the fuel tank. Recall notices were mailed to the affected Pinto and Bobcat owners in September 1978. Repair parts were to be delivered to all dealers by September 15, 1978.
Unfortunately, the recall was initiated too late for six people. Between June 9 and September 15, 1978, six people died in Pinto fires after a rear impact. Three of these people were teenage girls killed in Indiana in August 1978 when their 1973 Pinto burst into flames after being rear- ended by a van. The fiery deaths of the Indiana teenagers led to criminal prosecution of the Ford Motor Company on charges of reckless homicide, marking the first time that an American corporation
was prosecuted on criminal charges. In the trial, which commenced on January 15, 1980, “Indiana state prosecutors alleged that Ford knew Pinto gasoline tanks were prone to catch fire during rear- end collisions but failed to warn the public or fix the problem out of concern for profits.” On March 13, 1980, a jury found Ford innocent of the charges. Production of the Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of Management and Organization at Pennsylvania State University, was the field recall coordinator at Ford Motor Company as the Pinto fuel tank defect began unfolding. Gioia’s responsibilities included the operational coordination of all the current recall
92 Business Ethics
campaigns, tracking incoming information.
2 Ethical Principles, Quick Tests, and Decision-Making GMargaritoWhitt221
2 Ethical Principles, Quick Tests, and Decision-Making Guidelines 91
Cases
Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s
Field Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- effi cient Volkswagen and Japa nese imports, the
Ford Motor Company introduced the subcompact Pinto in the 1971 model year.
Lee Iacocca, Ford’s president at the time, insisted that the Pinto weigh no more
than 2,000 pounds and cost no more than $2,000. Even with these restrictions,
the Pinto met federal safety standards, although some people have argued that
strict adherence to the restrictions led Ford engineers to compromise safety.
Some 2 million units were sold during the 10- year life of the Pinto.
The Pinto’s major design fl aw— a fuel tank prone to rupturing with moderate-
speed rear- end collisions— surfaced not too long after the Pinto’s entrance to the
market. In April 1974, the Center for Auto Safety petitioned the National Highway
Traffi c Safety Administration (NHTSA) to recall Ford Pintos due to the fuel tank
design defect. The Center for Auto Safety’s petition was based on reports from
attorneys of three deaths and four serious injuries in moderate- speed rear- end
collisions involving Pintos. The NHTSA did not act on this petition until 1977.
As a result of tests performed for the NHTSA, as well as the extraordinary
amount of publicity generated by the problem, Ford agreed, on June 9, 1978, to
recall 1.5 million 1971– 1976 Ford Pintos and 30,000 1975– 1976 Mercury Bobcat
sedan and hatchback models for modifi cations to the fuel tank. Recall notices were
mailed to the affected Pinto and Bobcat own ers in September 1978. Repair parts
were to be delivered to all dealers by September 15, 1978.
Unfortunately, the recall was initiated too late for six people. Between June 9
and September 15, 1978, six people died in Pinto fi res after a rear impact. Three
of these people were teenage girls killed in Indiana in August 1978 when their
1973 Pinto burst into fl ames after being rear- ended by a van. The fi ery deaths of
the Indiana teenagers led to criminal prosecution of the Ford Motor Company on
charges of reckless hom i cide, marking the fi rst time that an American corporation
was prosecuted on criminal charges. In the trial, which commenced on January 15,
1980, “Indiana state prosecutors alleged that Ford knew Pinto gasoline tanks were
prone to catch fi re during rear- end collisions but failed to warn the public or fi x the
problem out of concern for profi ts.” On March 13, 1980, a jury found Ford innocent
of the charges. Production of the Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of Management and
Or ga ni za tion at Pennsylvania State University, was the fi eld recall coordinator
at Ford Motor Company as the Pinto fuel tank defect began unfolding. Gioia’s ...
2 Ethical Principles, Quick Tests, and Decision-Making GMargaritoWhitt221
2 Ethical Principles, Quick Tests, and Decision-Making Guidelines 91
Cases
Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s
Field Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- effi cient Volkswagen and Japa nese imports, the
Ford Motor Company introduced the subcompact Pinto in the 1971 model year.
Lee Iacocca, Ford’s president at the time, insisted that the Pinto weigh no more
than 2,000 pounds and cost no more than $2,000. Even with these restrictions,
the Pinto met federal safety standards, although some people have argued that
strict adherence to the restrictions led Ford engineers to compromise safety.
Some 2 million units were sold during the 10- year life of the Pinto.
The Pinto’s major design fl aw— a fuel tank prone to rupturing with moderate-
speed rear- end collisions— surfaced not too long after the Pinto’s entrance to the
market. In April 1974, the Center for Auto Safety petitioned the National Highway
Traffi c Safety Administration (NHTSA) to recall Ford Pintos due to the fuel tank
design defect. The Center for Auto Safety’s petition was based on reports from
attorneys of three deaths and four serious injuries in moderate- speed rear- end
collisions involving Pintos. The NHTSA did not act on this petition until 1977.
As a result of tests performed for the NHTSA, as well as the extraordinary
amount of publicity generated by the problem, Ford agreed, on June 9, 1978, to
recall 1.5 million 1971– 1976 Ford Pintos and 30,000 1975– 1976 Mercury Bobcat
sedan and hatchback models for modifi cations to the fuel tank. Recall notices were
mailed to the affected Pinto and Bobcat own ers in September 1978. Repair parts
were to be delivered to all dealers by September 15, 1978.
Unfortunately, the recall was initiated too late for six people. Between June 9
and September 15, 1978, six people died in Pinto fi res after a rear impact. Three
of these people were teenage girls killed in Indiana in August 1978 when their
1973 Pinto burst into fl ames after being rear- ended by a van. The fi ery deaths of
the Indiana teenagers led to criminal prosecution of the Ford Motor Company on
charges of reckless hom i cide, marking the fi rst time that an American corporation
was prosecuted on criminal charges. In the trial, which commenced on January 15,
1980, “Indiana state prosecutors alleged that Ford knew Pinto gasoline tanks were
prone to catch fi re during rear- end collisions but failed to warn the public or fi x the
problem out of concern for profi ts.” On March 13, 1980, a jury found Ford innocent
of the charges. Production of the Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of Management and
Or ga ni za tion at Pennsylvania State University, was the fi eld recall coordinator
at Ford Motor Company as the Pinto fuel tank defect began unfolding. Gioia’s ...
CASE 6B – CHESTER & WAYNE Chester & Wayne is a regional .docxannandleola
CASE 6B – CHESTER & WAYNE
Chester & Wayne is a regional food distribution company. Mr. Chester, CEO, has asked your
assistance in preparing cash-flow information for the last three months of this year. Selected
accounts from an interim balance sheet dated September 30, have the following balances:
Cash $142,100 Accounts payable $354,155
Marketable securities 200,000 Other payables 53,200
Accounts receivable $1,012,500
Inventories 150,388
Mr. Wayne, CFO, provides you with the following information based on experience and
management policy. All sales are credit sales and are billed the last day of the month of sale.
Customers paying within 10 days of the billing date may take a 2 percent cash discount. Forty
percent of the sales is paid within the discount period in the month following billing. An
additional 25 percent pays in the same month but does not receive the cash discount. Thirty
percent is collected in the second month after billing; the remainder is uncollectible. Additional
cash of $24,000 is expected in October from renting unused warehouse space.
Sixty percent of all purchases, selling and administrative expenses, and advertising expenses is
paid in the month incurred. The remainder is paid in the following month. Ending inventory is
set at 25 percent of the next month's budgeted cost of goods sold. The company's gross profit
averages 30 percent of sales for the month. Selling and administrative expenses follow the
formula of 5 percent of the current month's sales plus $75,000, which includes depreciation of
$5,000. Advertising expenses are budgeted at 3 percent of sales.
Actual and budgeted sales information is as follows:
Actual: Budgeted:
August $750,000 October $826,800
September 787,500 November 868,200
December 911,600
January 930,000
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
Questions (use of spreadsheet software is recommended):
1. Prepare a cash budget for each month of the fourth quarter and for the quarter in total.
Prepare supporting schedules as needed. (Round all budge.
CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervos.docxannandleola
"CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervosa 1. Repeated binge-eating episodes. 2. Repeated performance of ill-advised compensatory behaviors (e.g., forced vomiting) to prevent weight gain. 3. Symptoms take place at least weekly for a period of 3 months. 4. Inappropriate influence of weight and shape on appraisal of oneself. (Based on APA, 2013.) Rita was a 26-year-old manager of a local Italian restaurant and lived in the same city as her parents. Her childhood was not a happy one. Her parents divorced when she was about 5 years of age. She and her three older brothers remained with their mother, who often seemed overwhelmed with her situation and unable to run the household effectively. Rita would often refer to her childhood as utterly chaotic, as if no one were in charge. Within a 12-month period, 1 percent to 1.5 percent of individuals will meet the diagnostic criteria for bulimia nervosa; at least 90 percent of cases occur in females (APA, 2013). She nevertheless muddled through. When her brothers were finally all off to college or beyond, Rita entered high school, and the household seemed more manageable. Ultimately, she developed a close relationship with her mother, indeed too close, Rita suspected. Her mother seemed like her closest friend, at times the entire focus of her social life. They were both women alone, so to speak, and relied heavily on one another for comfort and support, preventing Rita from developing serious friendships. The two often went shopping together. Rita would give her mother an update on the most recent fashion trends, and her mother would talk to Rita about “how important it is to look good and be put together in this day and age.” Rita didn’t mind the advice, but sometimes she did wonder if her mother kept saying that as a way of telling her that she didn’t think she looked good. Rita later attended a local public college, majoring in business. However, she quit after 3 years to take a job at the restaurant. She had begun working in the restaurant part-time while a sophomore and after 2 years was offered the position of daytime manager. It was a well-paying job, and since her interest was business anyway, Rita figured it made sense to seize an attractive business opportunity. Her mother was not very supportive of her decision to leave college, but Rita reassured her that she intended to go back and finish up after she had worked for a while and saved some money. Just before leaving college, Rita began a serious relationship with a man whom she met at school. Their interest in each other grew, and they eventually got engaged. Everything seemed to be going well when out of the blue, her fiancé’s mental state began to deteriorate. Ultimately he manifested a pattern of schizophrenia and had to be hospitalized. As his impairment extended from days to months and then to more than a year, Rita finally had to end the engagement; she had to pick up the pieces and go on without him. She felt .
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CASE 6B – CHESTER & WAYNE Chester & Wayne is a regional .docxannandleola
CASE 6B – CHESTER & WAYNE
Chester & Wayne is a regional food distribution company. Mr. Chester, CEO, has asked your
assistance in preparing cash-flow information for the last three months of this year. Selected
accounts from an interim balance sheet dated September 30, have the following balances:
Cash $142,100 Accounts payable $354,155
Marketable securities 200,000 Other payables 53,200
Accounts receivable $1,012,500
Inventories 150,388
Mr. Wayne, CFO, provides you with the following information based on experience and
management policy. All sales are credit sales and are billed the last day of the month of sale.
Customers paying within 10 days of the billing date may take a 2 percent cash discount. Forty
percent of the sales is paid within the discount period in the month following billing. An
additional 25 percent pays in the same month but does not receive the cash discount. Thirty
percent is collected in the second month after billing; the remainder is uncollectible. Additional
cash of $24,000 is expected in October from renting unused warehouse space.
Sixty percent of all purchases, selling and administrative expenses, and advertising expenses is
paid in the month incurred. The remainder is paid in the following month. Ending inventory is
set at 25 percent of the next month's budgeted cost of goods sold. The company's gross profit
averages 30 percent of sales for the month. Selling and administrative expenses follow the
formula of 5 percent of the current month's sales plus $75,000, which includes depreciation of
$5,000. Advertising expenses are budgeted at 3 percent of sales.
Actual and budgeted sales information is as follows:
Actual: Budgeted:
August $750,000 October $826,800
September 787,500 November 868,200
December 911,600
January 930,000
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
Questions (use of spreadsheet software is recommended):
1. Prepare a cash budget for each month of the fourth quarter and for the quarter in total.
Prepare supporting schedules as needed. (Round all budge.
CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervos.docxannandleola
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Case 9 Bulimia Nervosa in Gorenstein and Comer (2014)Rita was a.docxannandleola
Case 9: Bulimia Nervosa in Gorenstein and Comer (2014)
Rita was a 26-year-old manager of a local Italian restaurant and lived in the same city as her parents. Her childhood was not a happy one. Her parents divorced when she was about 5 years of age. She and her three older brothers remained with their mother, who often seemed overwhelmed with her situation and unable to run the household effectively. Rita would often refer to her childhood as utterly chaotic, as if no one were in charge. Within a 12-month period, 1 percent to 1.5 percent of individuals will meet the diagnostic criteria for bulimia nervosa; at least 90 percent of cases occur in females (APA, 2013). She nevertheless muddled through. When her brothers were finally all off to college or beyond, Rita entered high school, and the household seemed more manageable. Ultimately, she developed a close relationship with her mother, indeed too close, Rita suspected. Her mother seemed like her closest friend, at times the entire focus of her social life. They were both women alone, so to speak, and relied heavily on one another for comfort and support, preventing Rita from developing serious friendships. The two often went shopping together. Rita would give her mother an update on the most recent fashion trends, and her mother would talk to Rita about “how important it is to look good and be put together in this day and age.” Rita didn’t mind the advice, but sometimes she did wonder if her mother kept saying that as a way of telling her that she didn’t think she looked good. Rita later attended a local public college, majoring in business. However, she quit after 3 years to take a job at the restaurant. She had begun working in the restaurant part-time while a sophomore and after 2 years was offered the position of daytime manager. It was a well-paying job, and since her interest was business anyway, Rita figured it made sense to seize an attractive business opportunity. Her mother was not very supportive of her decision to leave college, but Rita reassured her that she intended to go back and finish up after she had worked for a while and saved some money. Just before leaving college, Rita began a serious relationship with a man whom she met at school. Their interest in each other grew, and they eventually got engaged. Everything seemed to be going well when out of the blue, her fiancé’s mental state began to deteriorate. Ultimately he manifested a pattern of schizophrenia and had to be hospitalized. As his impairment extended from days to months and then to more than a year, Rita finally had to end the engagement; she had to pick up the pieces and go on without him. She felt as if he had died. A period of psychotherapy helped ease her grief and her adjustment following this tragedy, and eventually she was able to move on with her life and to resume dating again. However, serious relationships eluded her. Rita knew that she was a moody person—she judged people harshly and displayed irrita.
Case 8.1 Pros and Cons of Balkan Intervention59Must the a.docxannandleola
Case 8.1 Pros and Cons of Balkan Intervention59
“Must the agony of Bosnia-Herzegovina be regarded, with whatever regrets, as somebody else’s trouble?
We don’t think so, but the arguments on behalf of that view deserve an answer. Among them are the
following:
The Balkan conflict is a civil war and unlikely to spread beyond the borders of the former
Yugoslavia. Wrong. Belgrade has missiles trained on Vienna. Tito’s Yugoslavia claimed, by way of
Macedonia, that northern Greece as far south as Thessaloniki belonged under its sovereignty. Those
claims may return. ‘Civil’ war pitting non-Slavic Albanians against Serbs could spread to Albania,
Turkey, Bulgaria, and Greece.
The United States has no strategic interest in the Balkans. Wrong. No peace, no peace dividend.
Unless the West can impose the view that ethnic purity can no longer be the basis for national
sovereignty, then endless national wars will replace the Cold War. This threat has appeared in
genocidal form in Bosnia. If it cannot be contained here, it will erupt elsewhere, and the Clinton
administration’s domestic agenda will be an early casualty.
If the West intervenes on behalf of the Bosnians, the Russians will do so on behalf of the Serbs, and
the Cold War will be reborn. Wrong. The Russians have more to fear from ‘ethnic cleansing’ than
any people on Earth. Nothing would reassure them better than a new, post-Cold War Western
policy of massive, early response against the persecution of national minorities, including the
Russian minorities found in every post-Soviet republic. The Russian right may favor the Serbs, but
Russian self-interest lies elsewhere.
The Serbs also have their grievances. Wrong. They do, but their way of responding to these
grievances, according to the State Department’s annual human rights report, issued this past week,
‘dwarfs anything seen in Europe since Nazi times.’ Via the Genocide Convention, armed
intervention is legal as well as justified.
The UN peace plan is the only alternative. Wrong. Incredibly, the plan proposes the reorganization
of Bosnia-Herzegovina followed by a cease-fire. A better first step would be a UN declaration that
any nation or ethnic group proceeding to statehood on the principle of ethnic purity is an outlaw
state and will be treated as such. As now drafted, the UN peace plan, with a map of provinces that
not one party to the conflict accepts, is really a plan for continued ‘ethnic cleansing.’”
Case 8.2 Images, Arguments, and the Second Persian Gulf Crisis, 1990–
1991
The analysis of policy arguments can be employed to investigate the ways that policymakers represent or
structure problems (Chapter 3). We can thereby identify the images, or problem representations, that
shape processes of making and justifying decisions. For example, during times of crisis, the images which
United States policymakers have of another country affect deliberations about the use of peacekeeping
and negotiation, the imposition of economic sanctions, o.
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last La.docxannandleola
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last Laugh!
In August 2009, Facebook turned down job applicant Brian Acton, an experienced engineer who had previously worked at Yahoo and Apple. More than 4 years later, Facebook paid him $3 billion to acquire his 20% stake of WhatsApp, a start-up he had cofounded immediately after Facebook rejected his job application.(1) WhatsApp Messenger is a proprietary, cross-platform, instant-messaging subscription service for smartphones and selected feature phones that use the Internet for communication. In addition to text messaging, users can send each other images, video, and audio media messages, as well as their location using integrated mapping features.(2) How could Facebook, a highly successful firm, have made such a drastic mistake?
Back in 2009, Brian Acton was a software engineer who was out of work for what seemed like a very long time. He believed he had what it took to make a difference in the industry, but his career did not work out as planned. Even though he spent years at Apple and Yahoo, he got rejected many times by Twitter and Facebook.(3) Acton described the details of the interview process that he failed to do well in as follows:
First of all, interviewing a person for a job that requires technical skills is difficult for both the interviewer and the interviewee. Facebook is a highly desirable firm to work for and requires the best skills and talents from all of their potential employees. It is therefore not surprising that the selection process rivals, if not tops, any company in the industry. The process starts with an email or a phone call from a recruiter in response to an online application or [to] a recommendation from a friend who may work for Facebook. Sometimes, in the initial chat online, timed software coding challenges are set to find the best performers. If this chat goes well, an applicant will go on to the next level—an initial in-person interview or phone screening.(4)
In this next hurdle, the applicant will have a 45-minute chat with a fellow engineer/potential coworker, [with] whom he or she shares the same area of expertise. They will tell you about their job and what their role is in Facebook; then they ask about the applicant’s résumé, motivation, and interests. Additionally, the applicant will be tested about his or her technical skills, coding exercises, and programming abilities.(5)
If successful, the applicant will be invited for back-to-back interviews. This part of the process is very grueling and stressful since all the interviews take place throughout a single day. The candidate will also be asked to manually write a program on a whiteboard to make sure that the applicant is knowledgeable about program writing. The goal in this final step is to see how one approaches a problem and comes up with a solution [that] is simple enough to solve in 10–30 minutes and can be easily explained.(6)
As a potential coworker, the applicant will be te.
Case 6.4 The Case of the Poorly Performing SalespersonEd Markham.docxannandleola
Case 6.4 The Case of the Poorly Performing Salesperson
Ed Markham, the African American sales manager at WCTV, is considering how to handle a problem with one of his salespersons, Jane Folsom, who is White. Ed was promoted to sales manager three months ago after working at WCTV for 2 years. He earned his promotion by exceeding sales goals every month after his first on the job. He developed a research report using secondary data like MRI and the Lifestyle Market Analyst to analyze the market. His former boss praised the report, gave a copy to all salespersons, and included a summary of it in the rate card. When his former boss left for a new job in a larger market, he recommended Ed as his replacement.
Jane has been a salesperson at WCTV for 2 years. For most of that time, she has exceeded sales quotas about as much as Ed had. For the past 3 months, she has not met sales quotas. After his second month as sales manager, Ed talked to Jane about her performance. She attributed her below-average performance to the closing of a major advertiser, Anthony’s Fashions. This local clothing store closed because several major retailers, including JC Penney and Dillard’s, had opened at the local mall.
Ed listened to Jane’s explanation and then suggested ways to obtain new clients. He asked Jane whether she had set personal sales goals, set up a prospect file of new and inactive advertisers as well as existing businesses that were potential clients, come up with research and data on the market to use in presentations and reports to clients, come up with new ideas or opportunities to advertise for clients, or asked her clients about their needs and goals (Shaver, 1995). Jane said no, she simply telephoned or visited her clients regularly to see if they wanted to run ads.
Ed also asked Jane why several of her clients had not paid their bills. He explained that a salesperson must check out a client’s ability to pay before running a schedule. Jane replied that she was not aware of that fact and that no one had ever trained her to sell. She had sold time for a radio station before, but that was all the training she had. Ed’s predecessor had just hired her and cut her loose.
Ed gave Jane a memo after their first meeting a month ago asking her to focus on sales training for the next month. First, she should read Shaver’s (1995) Making the Sale! How to Sell Media With Marketing. He gave her a copy, told her to read it, and asked her to contact him if she had any questions. After reading the book, he told her that she should establish written personal sales goals, begin to develop a prospect file (with two new and two inactive clients), and develop three ideas for new advertising opportunities for existing clients. In the memo, Ed told Jane that he would not hold her to sales performance standards that month. He wanted Jane to focus on doing the background work he assigned to help her improve her future sales performance.
At the meeting a month later, Ed discovered.
Case 5.6Kelo v City of New London545 U.S. 469 (2005)Ye.docxannandleola
Case 5.6
Kelo v City of New London
545 U.S. 469 (2005)
Yes, Actually, They Can Take That Away From You
Facts
In 1978, the city of New London, Connecticut, undertook a redevelopment plan for purposes of creating a redeveloped area in and around the existing park at Fort Trumbull. The plan sought to develop the related ambience a state park should have, including the absence of pink cottages and other architecturally eclectic homes. Part of the redevelopment plan was the city’s deal with Pfizer Corporation for the location of its research facility in the area. The preface to the city’s development plan included the following statement of goals and purpose:
To create a development that would complement the facility that Pfizer was planning to build, create jobs, increase tax and other revenues, encourage public access to and use of the city’s waterfront, and eventually “build momentum” for the revitalization of the rest of the city, including its downtown area.
The affected property owners, including Susette Kelo, live in homes and cottages (15 total) located in and around other existing structures that would be permitted to stay in the area designated for the proposed new structures (under the city’s economic development plan) that would be placed there primarily by private land developers and corporations. The city was assisted by a private, nonprofit corporation, the New London Development Corporation (NLDC), in the development of the economic plan and piloting it through the various governmental processes, including that of city council approval. The central focus of the plan was getting Pfizer to the Fort Trumbull area (where the homeowners and their properties were located) with the hope of a resulting economic boost that such a major corporate employer can bring to an area.
Kelo and the other landowners whose homes would be razed to make room for Pfizer and the accompanying and resulting economic development plan filed suit challenging New London’s legal authority to take their homes. The trial court issued an injunction preventing New London from taking certain of the properties but allowing others to be taken. The appellate court found for New London on all the claims, and the landowners (petitioners) appealed.
Judicial Opinion
STEVENS, Justice Two polar propositions are perfectly clear. On the one hand, it has long been accepted that the sovereign may not take the property of A for the sole purpose of transferring it to another private party B, even though A is paid just compensation. On the other hand, it is equally clear that a State may transfer property from one private party to another if future “use by the public” is the purpose of the taking; the condemnation of land for a railroad with common-carrier duties is a familiar example. Neither of these propositions, however, determines the disposition of this case.
The disposition of this case therefore turns on the question whether the City’s development plan serves a “public purpos.
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF.docxannandleola
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF THE UNITED STATES, 379 U.S. 203 (1964).
[After receiving union proposals for contract revisions for the benefit of the maintenance workers at the company’s Emeryville, California, plant, the company advised the union that negotiations for a new contract would be pointless because it had definitely decided to contract out the work performed by the employees covered by the agreement upon the expiration of the agreement. The company planned to replace these employees with an independent contractor’s employees and expected that substantial savings would be effected by this contracting-out of the work. The Board ordered the company to reinstate the maintenance operation with the union employees, reinstate the employees with back pay, and fulfill its statutory bargaining obligation. The court of appeals granted the Board’s enforcement petition, and the Supreme Court agreed to hear the case.]
WARREN, C. J.... I. Section 8(a)(5) of the National Labor Relations Act provides that it shall be an unfair labor practice for an employer “to refuse to bargain collectively with the representatives of his employees.” Collective bar- gaining is defined in Section 8(d)
as the performance of the mutual obligation of the employer and the representative of the employees to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment.
“Read together, these provisions establish the obligation of the employer and the representative of its employees to bargain with each other in good faith with respect to ‘wages, hours, and other terms and conditions of employment....’ The duty is limited to those subjects, and within that area neither is legally obligated to yield. Labor Board v. American Ins. Co., 343 U.S. 395. As to other matters, however, each party is free to bargain or not to bargain....” Labor Board v. Wooster Div. of Borg-Warner Corp., 356 U.S. 342, 349. Because of the limited grant of certiorari, we are concerned here only with whether the subject upon which the employer allegedly refused to bargain— contracting out of plant maintenance work previously performed by employees in the bargaining unit, which the employees were capable of continuing to perform—is covered by the phrase “terms and conditions of employment” within the meaning of Section 8(d).
The subject matter of the present dispute is well within the literal meaning of the phrase “terms and conditions of employment.”
As the Court of Appeals pointed out, it is not necessary that it be likely or probable that the union will yield or supply a feasible solution but rather that the union be afforded an opportunity to meet management’s legitimate complaints that its maintenance was unduly costly.
We are thus not expanding the scope of mandatory bargaining to hold, as we do now, that the type of “contracting out” involved in this case—the replacement of employees in the exi.
Case 4 The McDonald’s China Food Supplier Scandal1. What we.docxannandleola
Case 4:
The McDonald’s China Food Supplier Scandal
1. What were the root causes for Husi’s misbehavior?
2. What are the major challenges faced by the multinationals such as McDonald’s in supply chain management in China?
3. Should McDonald’s be held responsible for the scandal? How could McDonald’s avoid similar situations from happening again?
4. Should OSI be held responsible for the scandal? What should OSI do to prevent similar situations from happening again?
.
Case 3 Neesha Wilson Phoenix Rising Risks, Protective Factors, and.docxannandleola
Case 3 Neesha Wilson Phoenix Rising Risks, Protective Factors, and Psychological Well-Being
Neesha Wilson, a 10-year-old African American girl, was referred for assessment to the school psychologist as a result of a child study team meeting held at the school in May. Presenting problems included poor school progress and escalating behavioral concerns. It was the school’s impression that Neesha might qualify for special education assistance as a child with an emotional disorder. Currently, Neesha has an older brother, Tyrone, who is attending an alternate school program for children and youth with severe emotional disturbance.
Developmental History/Family Background
The school social worker completed Neesha’s initial work-up just prior to the end of the academic term; intake information is summarized as follows:
Neesha lives with her 15-year-old brother, Tyrone, and her mother in a two-bedroom apartment. The social worker described the apartment as tiny but very well kept. Neesha has her own bedroom, and Tyrone sleeps on the couch, which folds out into a bed. The social worker noted that it was difficult to book an appointment with Mrs. Wilson, who was reportedly working two jobs: cleaning offices and working as a hairstylist. Mrs. Wilson graduated from hairstylist classes last year. Although her career as a hairstylist has a lot of potential, she is only beginning to develop clientele. She also works part time cleaning offices. Despite the lack of financial resources, the children were clean, well dressed, and did not miss any meals. The children were on the free-lunch program at the schools. According to Mrs. Wilson, Neesha’s early history was unremarkable and motor and language milestones developed on schedule.
An immediate concern of the social worker’s centered on who cared for the children when their mother, Tanya, had to work evenings cleaning offices. Tanya stated that it was not a problem for her because she would either send the children to her sister’s apartment a few blocks away, or have a cousin who lived in the building check in on the kids. Also, Tyrone was 15, so he was capable of watching his sister, although she preferred to have an adult nearby, given Tyrone’s behavior problems.
Neesha’s mother described her as an easy baby and said that she never really had any problems with her. She added that it was Tyrone who was giving her all the problems, not Neesha. The family had struggled since her husband, Walt, left the family about 3 years ago, when Neesha was in Grade 1. In the past two years, Walt has had virtually no contact with the children. He moved in with his girlfriend and their one-year-old baby and recently moved to another state. Neesha was very upset with the marriage breakdown and misses her father very much. Neesha visited with her dad and his new family, initially, but was very disappointed that the visits were neither consistent nor more frequent. Neesha did not like Walt’s girlfriend and felt that her father wa.
Case 48 Sun Microsystems Done by Nour Abdulaziz Maryam .docxannandleola
Case 48: Sun Microsystems
Done by: Nour Abdulaziz
Maryam Barifah
Shrouq Al-Jaadi
Balqees Mekhalfi
Yara El-Feki
Introduction
•In 2009, Oracle was planning to acquire Sun Microsystems.
•This acquisition would allow Oracle;
•to further diversify their brand, customers and acquire various new platforms that would be added to their portfolio such as MySQL, Solaris and Java.
•Oracle originally placed an offer of $9.50 per share price which is considerably higher than Sun Microsystem’s price that is $6.69.
•This will cut the production costs and make the company more efficient throughout all the value chain.
•Oracle aimed to capitalize on Sun Microsystem’s decline by getting particular assets or the whole company at the deflated price.
Is Sun Microsystems a good strategic fit for Oracle? Should Oracle acquire Sun Microsystems?
- as it will allow them to achieve their vision of becoming the Apple of the software industry.
- it will allow the company to deliver high-quality customer products by combining both hardware and software components, hence reducing the consumer setup process.
Continue
It will provide Oracle with the needed expansion.
-This acquisition fits Oracle’s overall strategy which is to improve through acquiring and effectively integrating other companies
Worth of Sun Microsystems and Valuation Approaches
To know how much Sun Microsystems worth, we must find the Stand Alone Value of the company.
The Stand Alone value represents the present value of Sun Microsystem individually before factoring the synergy that would be created when Oracle acquires Sun.
Another method is the value of Sun Microsystem with synergies, which after being acquired by Oracle, must be found. This is done to see whether or not the acquisition was a proper strategic decision or not
Another method of valuing the Sun Microsystem is through the comparative company analysis (CCA). That is done through the thorough assessment of rival and peer businesses of similar size and industry.
Finally, the acquisition price, which is the price that is paid to the target when it is first acquired, is also used as a separate method of valuation. The value of the acquisition price ranges between the values of the stand-alone and the synergies.
USING THE DCF
To be able to find the values of both, the Stand Alone and the synergies, we have decided the best way to do so is by calculating the discounted cash flow (DCF) by using the multiples and the perpetuity growth methods and finding the average of both.
DCF Using Multiples MethodDCF Using Perpetuity Growth MethodIt does not consider long-term growth rate or the economics of business.This method seems inaccurate as the company assumes a certain growth rate will remains the same 2014 onwards (forever) which is unrealistic.It is considered a challenging method to use as it is very difficult to identify truly comparable companies.
USING THE WACC
The weig.
CASE 42 Myasthenia Gravis The immune response turns agai.docxannandleola
CASE 42 Myasthenia Gravis
The immune response turns against the host.
The specific adaptive immune response can, in rare instances, be mounted
against self antigens and cause autoimmune disease. Injury to body tissues
can result from antibodies directed against cell-surface or extracellular-matrix
molecules, from antibodies bound to circulating molecules that deposit as
immune complexes, or from clones of T cells that react with self antigens. A
special class of autoimmune disease is caused by autoantibodies against cell
surface receptors (Fig. 42.1). Graves' disease and myasthenia gravis are two
well-studied examples . Graves' disease is caused by autoantibodies against
the receptor on thyroid cells for thyroid-stimulating hormone (TSH), secreted
by the pituitary gland. In this disease, autoantibody binds to the TSH recep
tor; like TSH, it stimulates the thyroid gland to produce thyroid hormones.
In myasthenia gravis, the opposite effect is observed: antibodies against the
acetylcholine receptor at the neuromuscular junction impede the binding of
acetylcholine and stimulate internalization of the receptor, thereby block
ing the t ransmission of nerve impulses by acetylcholine (Fig. 42.2). In addi
tion, the presence of autoantibodies at the neuromuscular junction initiates
complement-mediated lysis ofthe muscle endplate and damages the muscle
membrane.
Myasthenia gravis means severe (gravis) muscle (my) weakness (asthenia).
This disease was first identified as an autoimmune disease when an immun
ologist immunized rabbits with purified acetylcholine receptors to obtain
antibodies against this receptor. He noticed that the rabbits developed floppy
ears, like the droopy eyelids (ptosis) that are the most characteristic symptom
of myasthenia gravis in humans. Subsequently, patients with this disease
were found to have antibodies against the acetycholine receptor. In addition,
pregnant women with myasthenia gravis transfer the disease to their newborn
infants. As IgG is the only maternal serum protein that crosses the placenta
fro m mother to fetus, neonatal myasthenia gravis is clear evidence that
myasthenia gravis is caused by an anti-IgG antibody. More recently, patients
with myasthenia gravis have been identified who have autoantibodies against
muscle-specific kinase (MUSK) rather than the acetylcholine receptor.
MUSK is a tyrosine kinase receptor involved in clustering acetylcholine
receptors; therefore, these autoantibodies also inhibit signaling through the
neuromuscular junction.
Topics bearing on
this case:
Humoral autoimmunity
Transfer of maternal
antibodies
Mechanisms for
breaking tolerance
This case was prepared by RaifGeha , MD, in collaboration with Janet Chou, MD.
~ Case 42: Myasthenia Gravis
Fig. 42.1 Autoimmune diseases caused
by antibody against surface or matrix
antigens. These are known as type II
autoimmune diseases. Damage by
IgE-mediated responses (type I) does no.
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docxannandleola
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Case 4-2 Hardee TransportationThe Assignment Answer the four .docxannandleola
Case 4-2 Hardee Transportation
The Assignment: Answer the four (4) questions at the end of Case 4-2
Resources: Course Textbook, Appendix 4B, Table 4B-1, Attached worksheet (Word or Excel format)
Acceptable Length:
Show your work for solution to questions 1 and 2
. Well-written responses to question 3 and 4.
Formatting Requirements:
Enter your name and date
Provide well-structured solutions/answers- incomplete answers will receive partial credit
Show your work
2. Answer case questions,
using the attached word template or excel document
. Complete assignment and submit as an attachment using the assignment link when finished.
.
Case 3-8 Accountant takes on Halliburton and Wins!1. Descri.docxannandleola
Case 3-8 Accountant takes on Halliburton and Wins!
1. Describe the inadequacies in the corporate governance system at Halliburton.
2. Consider the role of KPMG in the case with respect to the accounting and auditing issues. How did the firms’ actions relate to the ethical and professional expectations for CPAs by the accounting profession?
3. The Halliburton case took place before the Dodd-Frank Financial Reform Act was adopted by Congress. Assume Dodd-Frank had been in effect and Menendez decided to inform the SEC under Dodd-Frank rather than SOX because it had been more than 180 days since the accounting violation had occurred. Given the facts of the case would Menendez have qualified for whistleblower protection? Explain.
4. Some critics claim that while Menendez’s actions may have been courageous, he harmed others along the way. His family was in limbo for many years and had to deal with the agony of being labeled a whistleblower and disloyal to Halliburton. The company’s overall revenue did not change; a small amount was merely shifted to an earlier period. Halliburton didn't steal any money, they didn't cheat the IRS, they didn't cheat their customers or their employees. In fact, they lessened their cash flows by paying out taxes earlier than they should have under the rules. How do you respond to these criticisms?
.
Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docxannandleola
Case 3Competition in the Craft Brewing Industry in 2017
John D. Varlaro
Johnson & Wales University
John E. Gamble
Texas A&M University–Corpus Christi
Locally produced or regional craft beers caused a seismic shift in the U.S. beer industry during the early 2010s with the gains of the small, regional newcomers coming at the expense of such well-known brands as Budweiser, Miller, Coors, and Bud Light. Craft breweries, which by definition sold fewer than 6 million barrels (bbls) per year, expanded rapidly with the deregulation of intrastate alcohol distribution and retail laws and a change in consumer preferences toward unique and high-quality beers. The growing popularity of craft beers allowed the total beer industry in the United States to increase by 6.7 percent annually between 2011 and 2016 to reach $39.5 billion. The production of U.S. craft breweries more than doubled from 11.5 million bbls per year to about 24.6 million bbls per year during that time. In addition, production by microbreweries and brewpubs accounted for 90 percent of craft brewer growth in 2016.1
The industry had begun to show signs of a slowdown going into 2017, with Boston Beer Company, the second largest craft brewery in the United States and known for its Samuel Adams brand, experiencing a 4 percent sales decline in 2016 that erased two years of of growth. The annual revenues of Anheuser-Busch InBev SA, whose portfolio included global brands Budweiser, Corona, and Stella Artois and numerous international and local brands, remained relatively consistent from 2014 to 2016. However, the sales volume of Anheuser-Busch’s flagship brands and its newly acquired and international brands such as Corona, Goose Island, Shock Top, Beck’s, and St. Pauli Girl allowed it to control 45.8 percent of the U.S. market for beer in 2016.2
Industry competition was increasing as grain price fluctuations affected cost structures and growing consolidation within the beer industry—led most notably by AB InBev’s acquisition of several craft breweries, Grupo Modelo, and its pending $104 billion acquisition of SABMiller—created a battle for market share. While the market for specialty beer was expected to gradually plateau by 2020, it appeared that the slowing growth had arrived by 2017. Nevertheless, craft breweries and microbreweries were expected to expand in number and in terms of market share as consumers sought out new pale ales, stouts, wheat beers, pilsners, and lagers with regional or local flairs.The Beer Market
The total economic impact of the beer market was estimated to be 2.0 percent of the total U.S. GDP in 2016 when variables such as jobs within beer production, sales, and distribution were included.3Exhibit 1 presents annual beer production statistics for the United States between 2006 and 2016.
Year
Barrels Produced (in millions)*
2006
198
2007
200
2008
200
2009
197
2010
195
2011
193
2012
196
2013
192
2014
193
2015
191
2016
189
*Rounded to the nearest million. .
CASE 3.2 Ethics, Schmethics-Enrons Code of EthicsIn Jul.docxannandleola
CASE 3.2 "Ethics, Schmethics"-Enron's Code of Ethics
In July 2000, Enron Corporation published an internal code of ethics docu-
ment that ran 64 pages in length (see the Appendix 1).Page 12 of the document
proudly announced the company's position on business ethics:
Employees of Enron Corp., its subsidiaries, and its affiliated companies
(collectively the "Company") are charged with conducting their business
affairs in accordance with the highest ethical standards. An employee
shall not conduct himself or herself in a manner which directly or indi-
rectly would be detrimental to the best interests of the Company or in
a manner which would bring to the employee financial gain separately
derived as a direct consequence of his or her employment with the Com-
pany. Moral as well as legal obligations will be fulfilled openly, promptly,
and in a manner which will reflect pride on the Company's name.
Products and services of the Company will be of the highest quality and
as represented. Advertising and promotion will be truthful, not exagger-
ated or misleading.
Agreements, whether contractual or verbal, will be honored. No bribes,
bonuses, kickbacks, lavish entertainment, or gifts will be given or received
. in exchange for special position, price or privilege . . . Relations with
the Company's many publics-customers, stockholders, governments,
employees, suppliers, press, and bankers-will be conducted in honesty,
candor, and fairness." .- ~ ~ ~ -
Subsequent investigations into the inner workings of Enron Corp. revealed that
the only time this code of ethics received formal attention (other than, presum-
ably,when it was created and formally accepted) was when the board of directors
voted to waive key provisions of the code in order to allow the off-balance-sheet
partnerships that Chief Financial Officer Andy Fastow ultimately used to hide
over half a billion dollars of debt from analysts and investors.
A more realistic picture of the apparent flexibility of Enron's ethical culture
can be found in the extreme conflict of interest represented in its relationship
with Arthur Andersen. Andersen provided both consulting and auditing ser-
vices for fees running into millions of dollars-money that became so critical to
Andersen's continued growth that its employees were encouraged to sign off on
off-balance-sheet transactions-transactions that were not shown on Enron's
publicly-reported balance sheet-that stretched the limits of generally accepted
accounting principles (GAAP) to their furthest edges. In addition, Enron hired
former Andersen employees to manage the affairs of their former colleagues,
which further strengthened the conflict of interest in a relationship that was
supposed, at the very least, to be at arm's length, and, at best, above reproach.
1. What is the purpose of a code of ethics?
2. Do you think the employees of Enron Corp. were told about the vote to put
aside key elements of the code of ethics? If not, why not? If they had .
CASE 3-1 International Marketing Research at the Mayo Clinic.docxannandleola
CASE 3-1 International Marketing Research at
the Mayo Clinic
In recent years, however, it has begun to study the international
patient population in particular and the international marketplace
in general. These studies fall into a few categories and grow in
number in proportion to the organization’s understanding (or per-
haps greater understanding of how much it does not know) of the
international marketplace.
First, the Mayo Clinic tracks international patient trends rather
carefully, which seems like an obvious place to start. But as in
most data tracking, the value of the concept is significantly more
straightforward than the logistics of acquiring consistently reliable
data. Internal data systems must be coordinated—a significant un-
dertaking for any institution, and particularly hard when dealing
with a large and complicated infrastructure. To give a simple ex-
ample, data fields must be made uniform—not just on one data
system, but on all of them. Rather than a free-text field, for ex-
ample, that allows a registrant to enter Venzuela, or Venosuela, or
Vensuala, or maybe even Venezuela, the Mayo Clinic pushes for a
predefined field that provides standardized information.
The Clinic monitors international data by the quarter, care-
fully watching trends over time by country or region, tracking sig-
nificant changes in volume, hospitalization rates, and percentage
of new patients out of any given market. For example, it knows
it has between 9,000 and 10,000 patients, depending on the year,
from more than 160 different countries annually. Some are third-
generation patients—maybe their grandfather was cured there in
the 1930s—and others are brand new. Some are neighbors from
Ontario or Monterrey; others come all the way from Indonesia.
Some markets are significantly less predictable than others, and
some countries deliver more “new” patients than others. The Mayo
Clinic probes further to figure out why.
Second, it conducts research with internal salespeople—the
physicians and their support staff who deliver care to international
patients. Through carefully moderated focus groups, the Clinic
identifies the things that are going smoothly, as well as the barri-
ers to providing excellent care. And where appropriate, it makes
recommendations for change.
Third, just as with U.S.-based patients, the healthcare in-
stitute conducts both quantitative and qualitative research in
the international marketplace, including research with patients,
international physicians, and international healthcare consum-
ers, designed to help it understand why people choose to leave
their own communities for healthcare, why some of them come
to Mayo Clinic, and why others do not. It works hard to un-
derstand how healthcare decisions are made so it can better
assist decision makers, physicians, and their staff in providing
care. The Clinic positions itself to offer counsel on where to
best expend valuable institutio.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Case 3 Ford’s Pinto Fires The Retrospective View of Ford’s Fiel.docx
1. Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s Field
Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- efficient Volkswagen and
Japanese imports, the Ford Motor Company introduced the
subcompact Pinto in the 1971 model year. Lee Iacocca, Ford’s
president at the time, insisted that the Pinto weigh no more than
2,000 pounds and cost no more than $2,000. Even with these
restrictions, the Pinto met federal safety standards, although
some people have argued that strict adherence to the restrictions
led Ford engineers to compromise safety. Some 2 million units
were sold during the 10- year life of the Pinto.
The Pinto’s major design flaw— a fuel tank prone to rupturing
with moderate speed rear- end collisions— surfaced not too
long after the Pinto’s entrance to the market. In April 1974, the
Center for Auto Safety petitioned the National Highway Traffic
Safety Administration (NHTSA) to recall Ford Pintos due to the
fuel tank design defect. The Center for Auto Safety’s petition
was based on reports from attorneys of three deaths and four
serious injuries in moderate- speed rear- end collisions
involving Pintos. The NHTSA did not act on this petition until
1977. As a result of tests performed for the NHTSA, as well as
the extraordinary amount of publicity generated by the problem,
Ford agreed, on June 9, 1978, to recall 1.5 million 1971– 1976
Ford Pintos and 30,000 1975– 1976 Mercury Bobcat sedan and
hatchback models for modifications to the fuel tank. Recall
notices were mailed to the affected Pinto and Bobcat owners in
September 1978. Repair parts were to be delivered to all dealers
by September 15, 1978.
Unfortunately, the recall was initiated too late for six people.
2. Between June 9 and September 15, 1978, six people died in
Pinto fires after a rear impact. Three of these people were
teenage girls killed in Indiana in August 1978 when their 1973
Pinto burst into flames after being rear- ended by a van. The
fiery deaths of the Indiana teenagers led to criminal prosecution
of the Ford Motor Company on charges of reckless homicide,
marking the first time that an American corporation
was prosecuted on criminal charges. In the trial, which
commenced on January 15, 1980, “Indiana state prosecutors
alleged that Ford knew Pinto gasoline tanks were prone to catch
fire during rear- end collisions but failed to warn the public or
fix the problem out of concern for profits.” On March 13, 1980,
a jury found Ford innocent of the charges. Production of the
Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of
Management and Organization at Pennsylvania State University,
was the field recall coordinator at Ford Motor Company as the
Pinto fuel tank defect began unfolding. Gioia’s responsibilities
included the operational coordination of all the current recall
92 Business Ethics
campaigns, tracking incoming information to identify
developing problems, and
reviewing field reports of alleged component failures that led to
accidents. Gioia left Ford in 1975. Subsequently, “reports of
Pinto fires escalated, attracting increasing media attention.” The
remainder of this case, written in Gioia’s own words in the
early 1990s, is his personal reflection on lessons learned from
his experiences involving the Pinto fuel tank problem.
Why Revisit Decisions from the Early 1970s?
I take this case very personally, even though my name seldom
comes up in its many recountings. I was one of those “faceless
bureaucrats” who is often portrayed as making decisions
without accountability and then walking away from them— even
3. decisions with life- and- death implications. That
characterization is, of course, far too stark and superficial. I
certainly don’t consider myself faceless, and I have always
chafed at the label of bureaucrat as applied to me, even though I
have found myself unfairly applying it to others. Furthermore, I
have been unable
to walk away from my decisions in this case. They have a
tendency to haunt— especially when they have had such public
airings as those involved in the Pinto fires debacle have had.
But why revisit 20- year- old decisions, and why take them so
personally? Here’s why: because I was in a position to do
something about a serious problem . . . and didn’t. That simple
observation gives me pause for personal reflection and also
makes me think about the many difficulties people face in
trying to be ethical decision makers in organizations. It also
helps me to keep in mind the features of modern business and
organizational life that would influence someone like me (me of
all people, who purposely set out to be an ethical decision
maker!) to overlook basic moral issues in arriving at decisions
that, when viewed retrospectively, look absurdly easy to make.
But they are not easy to make, and that is perhaps the most
important lesson of all.
The Personal Aspect
I would like to reflect on my own experience mainly to
emphasize the personal dimensions involved in ethical decision
making. Although I recognize that there are strong
organizational influences at work as well, I would like to keep
the critical lens focused for a moment on me (and you) as
individuals. I believe that there are insights and lessons from
my experience that can help you think about your own likely
involvement in issues with ethical overtones.
First, however, a little personal background. In the late 1960s
4. and early 1970s, I was an engineering/MBA student; I also was
an “activist,” engaged in protests of social injustice and the
social irresponsibility of business, among other things. I held
some pretty strong values, and I thought they would stand up to
virtually any challenge and enable me to “do the right thing”
when I took a career job. I suspect that most of you feel that
you also have developed a strongly held value system that will
enable you to resist organizational inducements to do something
unethical. Perhaps. Unfortunately, the challenges do not often
come in overt forms that shout the need for resistance or ethical
righteousness. They are much
2 Ethical Principles, Quick Tests, and Decision-Making
Guidelines 93
more subtle than that, and thus doubly difficult to deal with
because they do not make it easy to see that a situation you are
confronting might actually involve an ethical dilemma.
After school, I got the job of my dreams with Ford and,
predictably enough, ended up on the fast track to promotion.
That fast track enabled me to progress quickly into positions of
some notable responsibility. Within two years I became Ford’s
field recall coordinator, with first- level responsibility for
tracking field safety problems. It was the most intense,
information- overloaded job you can imagine, frequently
dealing with some of the most serious problems in the company.
Disasters were a phone call away, and action was the hallmark
of the office where I worked. We all knew we were engaged in
serious business, and we all took the job seriously. There were
no irresponsible bureaucratic ogres there, contrary to popular
portrayal.
In this context, I first encountered the neophyte Pinto fires
problem— in the form of infrequent reports of cars erupting
into horrendous fireballs in very low-speed crashes and the
5. shuddering personal experience of inspecting a car that had
burned, killing its trapped occupants. Over the space of a year, I
had two distinct opportunities to initiate recall activities
concerning the fuel tank problems, but on both occasions, I
voted not to recall, despite my activist history and
advocacy of business social responsibility.
The key question is how, after two short years, could I have
engaged in a decision process that appeared to violate my own
strong values— a decision process whose subsequent
manifestations continue to be cited by many observers as a
supposedly definitive study of corporate unethical behavior? I
tend to discount the obvious accusations: that my values weren’t
really strongly held; that I had turned my back on my values in
the interest of loyalty to Ford; that I was somehow
intimidated into making decisions in the best interest of the
company; that despite my principled statements, I had not
actually achieved a high stage of moral development; and so on.
Instead, I believe a more plausible explanation for my own
actions looks to the foibles of normal human information
processing.
I would argue that the complexity and intensity of the recall
coordinator’s job required that I develop cognitive strategies for
simplifying the overwhelming amount of information I had to
deal with. The best way to do that is to structure the
information into cognitive “schemas,” or more specifically
“script schemas,” that guide understanding and action when
facing common or repetitive situations. Scripts offer marvelous
cognitive shortcuts because they allow you to act
virtually unconsciously and automatically, and thus permit you
to handle complicated situations without being paralyzed by
needing to think consciously about every little thing. Such
scripts enabled me to discern the characteristic hallmarks of
problem cases likely to result in recall and to execute a
complicated series of steps required to initiate a recall.
6. All of us structure information all of the time; we could hardly
get through the workday without doing so. But there is a penalty
to be paid for this wonderful cognitive efficiency: we do not
give sufficient attention to important information that requires
special treatment because the general information pattern has
94 Business Ethics
surface appearances that indicate that automatic processing will
suffice. That, I think, is what happened to me. The beginning
stages of the Pinto case looked for all the world like a normal
sort of problem. Lurking beneath the cognitive veneer, however,
was a nasty set of circumstances waiting to conspire into a
dangerous situation. Despite the awful nature of the accidents,
the Pinto problem did not fi t an existing script; the accidents
were relatively rare by recall standards, and the accidents were
not initially traceable to a specific component failure.
Even when a failure mode suggesting a design flaw was
identified, the cars did not perform significantly worse in crash
tests than competitor vehicles. One might easily argue that I
should have been jolted out of my script by the unusual nature
of the accidents (very low speed, otherwise unharmed
passengers trapped in a horrific fire), but those facts did not
penetrate a script cued for other features. (It also is difficult to
convey to the lay person that bad accidents are not a
particularly unusual feature of the recall coordinator’s
information field. Accident
severity is not necessarily a recall cue; frequently repeated
patterns and identifiable causes are.)
The Corporate Milieu
In addition to the personalized scripting of information
processing, there is another important influence on the decisions
that led to the Pinto fires mess: the fact that decisions are made
7. by individuals working within a corporate context. It has
escaped almost no one’s notice that the decisions made by
corporate employees tend to be in the best interest of the
corporation, even by people who mean to do better. Why?
Because the socialization process and the overriding influence
of organizational culture provide a strong, if generally subtle,
context for defining appropriate ways of seeing and
understanding. Because organizational culture can be viewed as
a collection of scripts, scripted information processing relates
even to organizational- level considerations. Scripts are context
bound; they are not free- floating general cognitive structures
that apply universally. They are tailored to specific contexts.
And there are few more potent contexts than organizational
settings.
There is no question that my perspective changed after joining
Ford. In retrospect, I would be very surprised if it hadn’t. In my
former incarnation as a social activist, I had internalized values
for doing what was right— as I understood righteousness in
grand terms, but I had not internalized a script for applying my
values in a pragmatic business context. Ford and the recall
coordinator role provided a powerful context for developing
scripts— scripts that were inevitably and undeniably oriented
toward ways of making sense that were influenced by the
corporate and industry culture.
I wanted to do a good job, and I wanted to do what was right.
Those are not mutually exclusive desires, but the corporate
context affects their synthesis. I came to accept the idea that it
was not feasible to fix everything that someone might construe
as a problem. I therefore shifted to a value of wanting to do the
greatest good for the greatest number (an ethical value tempered
by the practical constraints of an economic enterprise). Doing
the greatest good for the
2 Ethical Principles, Quick Tests, and Decision-Making
8. Guidelines95
greatest number meant working with intensity and responsibility
on those problems that would spare the most people from injury.
It also meant developing scripts that responded to typical
problems, not odd patterns like those presented by the Pinto.
Another way of noting how the organizational context so
strongly affects individuals is to recognize that one’s personal
identity becomes heavily influenced by corporate identity. As a
student, my identity centered on being a “good person” (with a
certain dose of moral righteousness associated with it). As
recall coordinator, my identity shifted to a more corporate
definition. This is an extraordinarily important point, especially
for students who have not yet held a permanent job role, and I
would like to emphasize it. Before assuming your career role,
identity derives mainly from social relationships. Upon putting
on the mantle of a profession or a responsible position, identity
begins to align with your role. And information processing
perspective follows from the identity. I remember accepting the
portrayal of the auto industry and Ford as “under attack” from
many quarters (oil crises, burgeoning government regulation,
inflation, litigious customers, etc.). As we know, groups under
assault develop into more cohesive communities that emphasize
commonalities and shared identities. I was by then an insider in
the industry and the company, sharing some of their beleaguered
perceptions that there were significant forces arrayed against us
and that the well- being of the company might be threatened.
What happened to the original perception that Ford was a
socially irresponsible
giant that needed a comeuppance? Well, it looks different from
the inside.
Over time, a responsible value for action against corporate
dominance became tempered by another reasonable value that
corporations serve social needs and are not automatically the
9. villains of society. I saw a need for balance among multiple
values, and as a result, my identity shifted in degrees toward a
more corporate identity.
The Torch Passes to You
So, given my experiences, what would I recommend to you, as a
budding organizational decision maker? I have some strong
opinions. First, develop your ethical base now! Too many
people do not give serious attention to assessing and
articulating their own values. People simply do not know what
they stand for because they haven’t thought about it seriously.
Even the ethical scenarios presented in classes or executive
programs are treated as interesting little games
without apparent implications for deciding how you intend to
think or act. These exercises should be used to develop a
principled, personal code that you will try to live by.
Consciously decide your values. If you don’t decide your values
now, you are easy prey for others who will gladly decide them
for you or influence you implicitly to accept theirs.
Second, recognize that everyone, including you, is an unwitting
victim of his or her cognitive structuring. Many people are
surprised and fascinated to learn that they use schemas and
scripts to understand and act in the organizational world. The
idea that we automatically process so much information so
much of
96 Business Ethics
the time intrigues us. Indeed, we would all turn into blithering
idiots if we did not structure information and expectations, but
that very structuring hides information that might be
important— information that could require you to confront your
values. We get lulled into thinking that automatic information
processing is great stuff that obviates the necessity for trying to
10. resolve so many frustrating decisional dilemmas.
Actually, I think too much ethical training focuses on supplying
standards for contemplating dilemmas. The far greater problem,
as I see it, is recognizing that a dilemma exists in the first
place. The insidious problem of people not being aware that
they are dealing with a situation that might have ethical
overtones is another consequence of schema usage. I would
venture that scripted routines seldom include ethical
dimensions. Is a person behaving unethically if the situation is
not even construed as having ethical implications? People are
not necessarily stupid,
ill- intentioned, or Machiavellian, but they are often unaware.
They do indeed spend much of their time cruising on automatic,
but the true hallmark of human information processing is the
ability to switch from automatic to controlled information
processing. What we really need to do is to encourage people to
recognize cues that build a “Now Think!” step into their
scripts— waving red flags at yourself, so to speak— even
though you are engaged in essentially automatic cognition and
action.
Third, because scripts are context bound and organizations are
potent contexts, be aware of how strongly, yet how subtly, your
job role and your organizational culture affect the ways you
interpret and make sense of information (and thus, affect the
ways you develop the scripts that will guide you in unguarded
moments). Organizational culture has a much greater effect on
individual cognition than you would ever suspect.
Last, be prepared to face critical responsibility at a relatively
young age, as I did. You need to know what your values are,
and you need to know how you think so that you can know how
to make a good decision. Before you can do that, you need to
articulate and affirm your values now, before you enter the fray.
I wasn’t really ready. Are you?
11. Questions for Discussion
1. The Ford Pinto met federal safety standards, yet it had a
design flaw that resulted in serious injuries and deaths. Is
simply meeting safety standards a sufficient product design goal
of ethical companies?
2. Gioia uses the notion of script schemas to help explain why
he voted to not initiate a recall of the Ford Pinto. In your
opinion, is this a justifiable explanation?
3. How can organizational context influence the decisions made
by organizational members?
4. If you had been in Gioia’s position, what would you have
done? Why?
5. Describe the four key decision- making lessons that Gioia
identifies for neophyte decision makers. Discuss how you
expect or intend to use these four lessons in your own career.
2 Ethical Principles, Quick Tests, and Decision-Making
Guidelines97
Sources
This case was developed from material contained in the
following sources:
Ford Pinto fuel- fed fi res. (n.d.). The Center for Auto Safety.
http:// www .autosafety
.org /article .php ?scid=145 & did=522, accessed January 20,
12. 2005.
Ford Pinto reckless hom i cide trial. HistoryChannel.com. http://
www .historychannel
.com /speeches /archive /speech 465 .html, accessed January 20,
2005.
Gioia, D. A. (May 1992). Pinto fi res and personal ethics: A
script analysis of missed
opportunities. Journal of Business Ethics, 11(5– 6), 379– 390.
DDA Provider Applicant Quality Assurance / Improvement Plan
Template
Provider Applicant Name:
____________________________________
Region Servicing: ________________________________
Quality Assurance Plan: Self-assessment plan to document,
evaluate, and monitor performance
of the agency. A working agency document used to remediate
challenges and deficiencies in
order to create systemic improvements. The plan is a system of
internal quality assurance which
focuses on the individual’s choices, preferences and
satisfaction.
Mission Statement: (Please include a statement that defines
your agency’s mission. Make sure
that it is consistent with DDA’s mission and vision
(http://dda.dhmh.maryland.gov) and focus’
on individual choice and preferences. It must also include
personal contact with the individuals.
13. Development Process: (State how the plan was developed.
Include input from individuals with
intellectual and developmental disabilities and advocates.
Focus on choices and preferences.
This is an opportunity to cite staff skills and expertise.)
Standing Committee: (Refer to COMAR 10.22.02.14E 1-7)
Include membership composition
and ratio; chairperson’s name and contact information; and
member names and affiliation. Be
sure to indicate the frequency of the committee meetings and all
of the functions that are
required. There is a Standing Committee training curriculum
posted on the DDA website
http://dda.dhmh.maryland.gov )
Action Plan: Refer to COMAR 10.22.02.14(4-5). Describe how
the agency will collect,
evaluate data and analyze trends. The plan should track the use
and timeframes for behavior
plans that employ medications, restrictive procedures or right
restrictions, and provide prompt
and appropriate response to health/safety risks. Proactive
strategies: Include strategies that
demonstrate preventative measures to help improve quality of
services, including health and
safety. Describe objective data sources that will be used.
14. http://dda.dhmh.maryland.gov/
http://dda.dhmh.maryland.gov/
Goals: Establish goals and standards that measure the quality of
services being delivered and
define how the standards are measured. Outcomes and results
should be measurable, and maybe
incorporated into future IP’s and used for systemic changes.
The agency will use this
information to implement changes based on the results of the
evaluated data.
Goals are statements about general aims or purposes of the
program that are broad, long-
range intended outcomes and concepts. Objectives are brief,
clear statements that describe
the desired outcomes. Goals express intended outcomes in
general terms and objectives are
measurable and express them in specific terms. Outcomes are
achieved results.
Performance Measures: The core standard performance
measures which apply to all DDA
Licensed providers have been incorporated within this provider
Quality Assurance Report
format. Providers should further enhance each goal assessment
area by including goals they feel
directly affect and drive their quality improvement.
Providers who have identified additional quality measures in
15. their Quality Assurance Plans
shall add and report on those specific measures with their
annual report. For each the
report must include the Provider’s analysis, remediation in
relation to areas of non-compliance,
and associated systems improvements.
Area to be Assessed: Individual Plans
Performance Measure 1: Proportion of IP’s containing required
information per COMAR
10.22.02.14
Goal 1.1: 100% of all individuals being supported have IP’s
containing all of the
required information.
Discovery Results
Time Period ______________
% of individuals with IP’s containing required information.
Quarter 1 Quarter 2 Quarter 3 Quarter 4 FY Aggregate
Compliance
Non-
Compliance
Total
PROVIDER’S ANALYSIS:
16. Remediation:
SYSTEMS IMPROVEMENTS:
Performance Measure 2: Excluding initial IP’s, the proportion
of IP’s that document progress
toward the individual’s specific goals.
Goal 1: All IP’s will document supports necessary and
progress, 100% of the time.
Goal 2:
Discovery Results
Time Period _______________
% of IP’s that document progress toward the individual’s
specific goals.
Rate (%) # in the Sample
Compliance
Non-Compliance
Total
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Performance Measure 3: Proportion of IP’s that were reviewed
by the team within 365 days.
Goal 1: All IP’s will be reviewed within 365 days, 100% of the
time.
17. Goal 2:
Discovery Results
Time Period _______________
% of IP’s that were reviewed by the team within 365 days.
Rate (%) # in the Sample
Compliance
Non-Compliance
Total
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Performance Measure 4: Proportion of individuals receiving
services specified on their IP.
Goal 1: All individuals are provided the services specified on
their IP’s, 100% of the
time.
Goal 2:
Discovery Results
Time Period _______________
% of individuals receiving services specified on their IP.
Rate (%) # in the Sample
Compliance
18. Non-Compliance
Total
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Area to be Assessed: Qualified Providers (Training)
Performance Measure 1: Proportion of licensed providers that
offer all required direct care
staff training to their employees.
Goal 1: 100% of all direct care staff will be offered training by
their employers.
Goal 2:
Discovery Results
Time Period _______________
% of direct care staff offered training by their employer.
Rate (%) # in the Sample
Compliance
Non-Compliance
Total
PROVIDER’S ANALYSIS:
Remediation:
19. SYSTEMS IMPROVEMENTS:
Area to be Assessed: Health & Welfare of Waiver Participants
Performance Measure 1: Number of people that receive medical
services as recommended by
their physicians.
Goal 1: All individuals supported by the agency will receive
medical services as
recommended by their physicians, 100% of the time.
Goal 2:
Discovery Results
Time Period _______________
Number of people that receive medical services as
recommended by their physicians.
Rate (%) # in the Sample
Compliance
Non-Compliance
Total
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Performance Measure 2: Individuals are free from abuse,
neglect, and exploitation.
20. Goal 1: All individuals supported by the agency reported they
were free from
mistreatment, 100% of the time.
Agency Consumer Satisfaction Survey
Time Period ___________________
Survey Tool Question Yes No Family - Yes
Family -
No
In the past year,
did you report
abuse or neglect?
In the past year,
did any consumers
report abuse or
neglect?
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Performance Measure 3: Number of incident reports involving
21. unauthorized or inappropriate
use of restraints.
Goal 1: Baseline number of incident reports involving
unauthorized or inappropriate use
of restraints will be reduced by ___% by the following reporting
period.
Goal 2:
Discovery Results
Time Period _______________
Number of incident reports involving unauthorized or
inappropriate use of restraints.
Rate (%) # in the Sample
Compliance - Authorized
Non-Compliance -
Unauthorized
Total
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Area to be Assessed: Financial Accountability
Performance Measure 1: Number of rate based DDA licensed
providers with complete annual
independent audits.
Goal 1: Agency will conduct annual, independent audits, 100%
22. of the time.
Goal 2:
Annual Independent Audits
Discovery Results
Time Period _______________
Annual independent audit
completed.
Yes No
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Satisfaction Survey: COMAR 10.22.02.14. B. (1) Please
develop an individual satisfaction
survey tool including questions focusing on individuals’ self-
determination, choices, preferences,
and overall satisfaction of services. Discuss survey procedures
and frequency in the plan. The
survey should seek feedback directly from the individuals
receiving services or families and be
used for agency wide quality improvement. The survey should
23. be designed to provide the
agency with useful responses, such as a rating scale of
satisfaction versus “yes” / “no.” Consider
providing an area for comment to encourage additional, helpful
information from individuals and
families. Please attach the survey form.
Goal 1: Provided with the satisfaction survey and supports
necessary to complete, all of the
individuals supported will be ___% satisfied with their services
provided.
Goal 2: Baseline individual satisfaction will improve by ___%,
by the following reporting
period.
PROVIDER’S ANALYSIS:
Remediation:
SYSTEMS IMPROVEMENTS:
Provider Applicant Name: IVORY SERVICESRegion Servicing:
CENTRAL & SOUTHERN MDon individual choice and
preferences It must also include personal contact with the
individuals: This is an opportunity to cite staff skills and
expertise: Action Plan Refer to COMAR 1022021445 Describe
how the agency will collect: undefined: Time Period:
QuarterlyQuarter 1Compliance: Quarter 2Compliance: Quarter
3Compliance: Quarter 4Compliance: FY AggregateCompliance:
24. Quarter 1Non Compliance: Quarter 2Non Compliance: Quarter
3Non Compliance: Quarter 4Non Compliance: FY
AggregateNon Compliance: Quarter 1Total: Quarter 2Total:
Quarter 3Total: Quarter 4Total: FY AggregateTotal: Time
Period_2: End of each month of IPs that document progress
toward the individuals specific goalsRow1: Rate Compliance:
in the SampleCompliance: Rate NonCompliance: in the
SampleNonCompliance: Rate Total: in the SampleTotal: Time
Period_3: QuarterlyRate Compliance_2: in the
SampleCompliance_2: Rate NonCompliance_2: in the
SampleNonCompliance_2: Rate Total_2: in the SampleTotal_2:
Time Period_4: Once a week of individuals receiving services
specified on their IPRow1: Rate Compliance_3: in the
SampleCompliance_3: Rate NonCompliance_3: in the
SampleNonCompliance_3: Rate Total_3: in the SampleTotal_3:
Time Period_5: End of each monthRate Compliance_4: in the
SampleCompliance_4: Rate NonCompliance_4: in the
SampleNonCompliance_4: Rate Total_4: in the SampleTotal_4:
Time Period_6: Every 90 daysRate Compliance_5: in the
SampleCompliance_5: Rate NonCompliance_5: in the
SampleNonCompliance_5: Rate Total_5: in the SampleTotal_5:
Time Period_7: once a weekSurvey ToolRow1: YesIn the past
year did you report abuse or neglect: NoIn the past year did you
report abuse or neglect: Family YesIn the past year did you
report abuse or neglect: Family NoIn the past year did you
report abuse or neglect: Survey ToolRow2: of restraints will be
reduced by: 90Time Period_8: end of every monthRate
Compliance Authorized: in the SampleCompliance Authorized:
Rate NonCompliance Unauthorized: in the
SampleNonCompliance Unauthorized: Rate Total_6: in the
SampleTotal_6: Time Period_9: once a yearYesAnnual
independent audit completed: NoAnnual independent audit
completed: YesAnnual independent audit completed_2:
NoAnnual independent audit completed_2: YesAnnual
independent audit completed_3: NoAnnual independent audit
completed_3: satisfied with their services provided: 100by the
25. following reporting: 90period: Text1: Text2: Text3: Text4:
Text5: Text6: Text7: Text8: Text9: Text10: Text11: Text12:
Text13: Text14: Text15: Text16: Text17: did any consumers:
did any consumers1: did any consumers2: did any consumers3:
Text18: Text19: Text20: Text21: Text22: Text23: Text24:
Text25: Text26: Text27: Text28: Text29: