Prepare a 350- to 700-word paper in which you explain the role of stakeholders in implementing a quality management process. (Please be sure you are discussing the stakeholder in terms of implementing a quality management process....there are various articles on the role of stakeholders in other topics.) Discuss each of the stakeholders and their specific roles in implementing a quality management process. Provide two organizations as examples to support your answer. Please read INSTRUCTORS instructions carefully completely and please pay attention at highlighted parts. Due date 6/4/15 am Needs to be APA format intro, body, and conclusion No plagiarism in own words Will run through a plagiarism checker Will not accept if after due date will dispute Paraphrase Please cite and reference References and citation page must include a valid URL to take the reader to the electronic copy of each source. Word count is counted by answer only If cannot complete with the given instructions do not reply Please contact me if you have questions Will only pay what is stated please do not request more. PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright © 2015 by McGraw-Hill Education. All rights reserved. Corporate Governance Appendix 1A 1A-* Corporate Governance The system by which a company is directed and controlled. Board of Directors Top Management Stockholders To pursue objectives of Incentives and monitoring for 1A-* The Sarbanes-Oxley Act of 2002 The Sarbanes-Oxley Act of 2002 was intended to protect the interests of those who invest in publicly traded companies by improving the reliability and accuracy of corporate financial reports and disclosures. Six key aspects of the legislation include:   The Act requires both the CEO and CFO to certify in writing that their company’s financial statements and disclosures fairly represent the results of operations.  The Act establishes the Public Company Accounting Oversight Board to provide additional oversight of the audit profession.  The Act places the power to hire, compensate, and terminate public accounting firms in the hands of the audit committee.  The Act places restrictions on audit firms, such as prohibiting public accounting firms from providing a variety of non-audit services to an audit client. 1A-* The Sarbanes-Oxley Act of 2002 (continued)  The Act requires a public company’s independent auditor to issue an opinion on the effectiveness of the company’s internal control over financial reporting to accompany management’s assessment, and both are included in the company’s annual report. The Act establishes severe penalties for certain behaviors, such as:Up to 20 years in prison for altering or destroying any documents that may eventually be used in an official proceeding.Up t.

1. Prepare a 350- to 700-word paper in which you explain the role
of stakeholders in implementing a quality management process.
(Please be sure you are discussing the stakeholder in terms of
implementing a quality management process....there are various
articles on the role of stakeholders in other topics.)
Discuss each of the stakeholders and their specific roles in
implementing a quality management process.
Provide two organizations as examples to support your answer.
Please read INSTRUCTORS instructions carefully completely
and please pay attention at highlighted parts.
Due date 6/4/15 am
Needs to be APA format intro, body, and conclusion
No plagiarism in own words
Will run through a plagiarism checker
Will not accept if after due date will dispute
Paraphrase
Please cite and reference
References and citation page must include a valid URL to take
the reader to the electronic copy of each source.
Word count is counted by answer only
If cannot complete with the given instructions do not reply

2. Please contact me if you have questions
Will only pay what is stated please do not request more.
PowerPoint Authors:
Susan Coomer Galbreath, Ph.D., CPA
Charles W. Caldwell, D.B.A., CMA
Jon A. Booker, Ph.D., CPA, CIA
Cynthia J. Rooney, Ph.D., CPA
Copyright © 2015 by McGraw-Hill Education. All rights
reserved.
Corporate Governance
Appendix 1A
1A-*
Corporate Governance
The system by
which a company is directed
and controlled.
Board of

3. Directors
Top
Management
Stockholders
To pursue
objectives of
Incentives and
monitoring for
1A-*
The Sarbanes-Oxley Act of 2002
The Sarbanes-Oxley Act of 2002 was intended to protect the
interests of those who invest in publicly traded companies by
improving the reliability and accuracy of corporate financial
reports and disclosures. Six key aspects of the legislation
include:
that their company’s financial statements and disclosures
fairly represent the results of operations.

4. Oversight
Board to provide additional oversight of the audit
profession.
public accounting firms in the hands of the audit committee.
prohibiting
public accounting firms from providing a variety of non-
audit
services to an audit client.
1A-*
The Sarbanes-Oxley Act of 2002
(continued)
The Act requires a public company’s independent auditor
to issue an opinion on the effectiveness of the company’s
internal control over financial reporting to accompany
management’s assessment, and both are included in the
company’s annual report. The Act establishes severe
penalties for certain behaviors,
such as:Up to 20 years in prison for altering or destroying any
documents that may eventually be used in an official
proceeding.Up to 10 years in prison for retaliating against a

5. “whistle blower.”
1A-*
Internal Control
Internal control is a process designed to provide reasonable
assurance that objectives are being achieved.
Preventive Controls
Prevents or deters undesirable events
Detective Controls
Detects undesirable events
1A-*
Internal Control
Type of Internal Controls for Financial Reporting
Type of Control Classification Description
Authorizations Preventive Requiring management to
formally approve certain types of
transactions.
Reconciliations Detective Relating data sets to one another
to identify and resolve discrepancies.
Segregation of Preventive Separating responsibilities
related to authorizing

6. Duties transactions, recording transactions,
and
maintaining custody of the related assets.
1A-*
Internal Control
Type of Internal Controls for Financial Reporting
Type of Control Classification Description
Physical Preventive Using cameras, locks, and physical
barriers to
Safeguards protect assets. .
Performance Detective Comparing actual performance to
various Reviews benchmarks to identify
unexpected results.
Maintaining Detective Maintaining written and/or electronic
evidence to
Records support transactions.
Information Preventive/ Using controls such as passwords
and access
Systems Detective logs to ensure appropriate data
restrictions.
Security

7. 1A-*
Internal Control
Internal controls cannot guarantee that objectives are achieved
because:Even well-designed internal control systems can break
down. Two employees may collude to circumvent the control
system.Senior leaders may manipulate financial results by
intentionally overriding prescribed policies and procedures.
1A-*
End of Appendix 1A
PowerPoint Authors:
Susan Coomer Galbreath, Ph.D., CPA
Charles W. Caldwell, D.B.A., CMA
Jon A. Booker, Ph.D., CPA, CIA
Cynthia J. Rooney, Ph.D., CPA
Copyright © 2015 by McGraw-Hill Education. All rights
reserved.
Managerial Accounting:
An Overview
Chapter 1

8. 1-*
Financial and Managerial Accounting: Seven Key Differences
Sheet1Financial AccountingManagerial Accounting1.
UsersExternal persons whoManagers who plan formake
financial decisionsand control an organization2. Time
focusHistorical perspectiveFuture emphasis3.
VerifiabilityEmphasis onEmphasis onversus
relevanceobjectivity and verifiabilityrelevance4. Precision
versusEmphasis onEmphasis ontimelinessprecisiontimeliness5.
SubjectPrimary focus is onFocus oncompanywide
reportssegment reports6. RulesMust follow GAAP / IFRSNot
bound by GAAP / IFRSand prescribed formatsor any prescribed
format7. RequirementMandatory forNotexternal
reportsMandatory
&A
Page &P
1-*
Work of Management
Planning
Decision
Making

9. Controlling
1-*
Planning
Establish Goals.
Specify How Goals
Will Be Achieved.
Develop Budgets.
1-*
Controlling
The control function gathers feedback to
ensure that plans are being followed.
Feedback in the form of performance reports
that compare actual results with the budget
are an essential part of the control function.
1-*

10. Decision Making
Decision making involves
making a selection among
competing alternatives.
What should
we be selling?
Who should
we be serving?
How should
we execute?
1-*
Managerial Accounting Activities:
Marketing Majors
How many salespeople should we plan to hire to serve a new
territory?
How much should we budget for TV, print, and internet
advertising?
Planning
1-*

11. Managerial Accounting Activities:
Marketing Majors
Are we accumulating too much inventory during the holiday
shopping season?
Is the budgeted price cut increasing unit sales as expected?
Controlling
1-*
Managerial Accounting Activities:
Marketing Majors
Should we sell directly to customers or use a distributor?
Should we sell our services as one bundle or sell them
separately?
Decision
Making
1-*
Managerial Accounting Activities:
Supply Chain Management Majors
How much should we budget for next period’s utility expense?
How many units should we plan to produce next period?
Planning

12. 1-*
Managerial Accounting Activities:
Supply Chain Management Majors
Are we achieving our goal of reducing the number of defective
units produced?
Did we spend more or less than expected for the units we
actually produced?
Controlling
1-*
Managerial Accounting Activities:
Supply Chain Management Majors
Should we redesign our manufacturing process to lower
inventory levels?
Should we transfer production of a component part to an
overseas supplier?
Decision
Making

13. 1-*
Managerial Accounting Activities:
Human Resource Management Majors
How much should we plan to spend on employee recruitment
advertising?
How much should we plan to spend for occupational safety
training?
Planning
1-*
Managerial Accounting Activities:
Human Resource Management Majors
Are we meeting our goal of completing timely performance
appraisals?
Is our employee retention rate exceeding our goals?
Controlling
1-*
Managerial Accounting Activities:
Human Resource Management Majors

14. Should we hire temporary workers or full-time employees?
Should we hire an on-site medical staff to lower our healthcare
costs?
Decision
Making
1-*
Accounting Majors
Employers expect accounting majors to have strong financial
accounting skills, but they also expect application of the
planning, controlling, and decision making skills that are the
foundation of managerial accounting.
The IMA estimates that more than 80% of professional
accountants in the U.S. work in non-public accounting
environments.
80%
Chart11st Qtr2nd Qtr3rd Qtr4th Qtr
Sales
80
20
Sheet1Sales1st Qtr802nd Qtr203rd Qtr4th QtrTo resize chart
data range, drag lower right corner of range.
1-*
Certified Management Accountant

15. A management accountant
who has the necessary qualifications
and who passes a rigorous professional
exam earns the right to be known as a
Certified Management Accountant
(CMA).
1-*
CMA Exam
Information about becoming a CMA and the CMA program can
be accessed
on the IMA’s website at www.imanet.org or by calling 1-800-
638-4427.
Part 1 Financial Planning, Performance, and Control
Planning, budgeting, and forecasting
Performance management
Cost management
Internal controls
Professional ethics
Part 2 Financial Decision Making
Financial statement analysis
Corporate finance
Decision analysis and risk management
Investment decisions
Professional ethics

16. 1-*
Managerial Accounting: Beyond the Numbers
Controlling
Planning
Decision
Making
The primary purpose of this course is to teach measurement
skills that managers use to support planning, controlling, and
decision making activities.
1-*
Managerial Accounting: Beyond the Numbers
Measurement skills help managers answer important questions.
What net income should my company report to its stockholders?
Measure and report historical data that complies with applicable
rules.
How will my company serve its customers?
Measure and analyze mostly non-financial, process-oriented
data.
Will my company need to borrow money?
Measure and analyze estimated future cash flows.

17. 1-*
Managerial Accounting: Beyond the Numbers
Six Business Management Perspectives that go beyond the
numbers to enable intelligent planning, control, and decision
making:An Ethics PerspectiveA Strategic Management
PerspectiveAn Enterprise Risk Management PerspectiveA
Corporate Social Responsibility RespectiveA Process
Management ProspectiveA Leadership Perspective
1-*
An Ethics Perspective
Competence
Follow applicable
laws, regulations,
and standards.
Maintain professional competence.
Provide accurate, clear, concise, and timely decision support
information.
Recognize and communicate professional limitations that
preclude responsible judgment.
The Institute of Management Accountant’s (IMA) Statement of
Ethical Professional Practice provides guidelines for ethical
behavior.

18. 1-*
Confidentiality
Do not disclose confidential information unless legally
obligated to do so.
Ensure that subordinates do not disclose confidential
information.
Do not use confidential information for unethical or illegal
advantage.
IMA Guidelines for Ethical Behavior
1-*
Mitigate conflicts of interest and advise others of potential
conflicts.
Abstain from activities that might discredit the profession.
Refrain from conduct that would prejudice carrying out duties
ethically.
Integrity
IMA Guidelines for Ethical Behavior
1-*
Communicate information fairly and objectively.
Disclose all relevant information that could influence a user’s

19. understanding of reports
and recommendations.
Credibility
IMA Guidelines for Ethical Behavior
Disclose delays or deficiencies in information timeliness,
processing, or internal controls.
1-*
IMA Guidelines for Resolution of an Ethical Conflict
Follow employer’s established policies.
If this does not work, consider the following:
Discuss the conflict with immediate supervisor or next highest
uninvolved managerial level.
If immediate supervisor is the CEO, consider the board of
directors or the audit committee.
Contact with levels above the immediate supervisor should only
be initiated with the supervisor’s knowledge, assuming the
supervisor is not involved.
1-*
IMA Guidelines for Resolution of an Ethical Conflict
If following employer’s established policies for conflict
resolution do not work, consider these additional practices:

20. Except where legally prescribed, maintain confidentiality.
Clarify issues in a confidential discussion with an objective
advisor.
Consult an attorney as to legal obligations.
1-*
Why Have Ethical Standards?
Ethical standards in business are essential for a
smooth functioning economy.
Abandoning ethical standards in business would
lead to a lower quality of life with less
desirable goods and services at higher prices.
Without ethical standards in business, the
economy, and all of us who depend on it for
jobs, goods, and services, would suffer.
1-*
A Strategic Management Perspective
A strategy

21. is a “game plan”
that enables a company
to attract customers
by distinguishing itself
from competitors.
The focal point of a
company’s strategy should
be its target customers.
1-*
Customer Value Propositions
Understand and respond to
individual customer needs.
Customer
Intimacy
Strategy
Operational
Excellence

22. Strategy
Deliver products and services
faster, more conveniently,
and at lower prices.
Product
Leadership
Strategy
Offer higher quality products.
1-*
An Enterprise Risk Management Perspective
A process used
by a company to
proactively identify
and manage risk.
Once a company identifies its risks, perhaps the
most common risk management tactic is to reduce
risks by implementing specific controls.
Should I try to avoid the risk, accept the risk, or reduce the

23. risk?
1-*
An Enterprise Risk Management Perspective
Sheet1Examples of Controls toExamples of Business
RisksReduce Business Risks● Intellectual assets stolen from●
Create firewalls that prohibit com-computer filesputer hackers
from corrupting orstealing intellectual property● Products
harming customers● Develop a formal and rigorousnew product
testing program● Losing market share due to the● Develop an
approach for legallyunforeseen actions of competitorsgathering
information aboutcompetitors' plans and practices● Poor
weather conditions shutting● Develop contingency plans
fordown operationsovercoming weather-relateddisruptions●
Website malfunction● Thoroughly test the websitebefore going
"live" on the Internet● Financial statements unfairly● Count the
physical inventory onreporting the value of inventoryhand to
make sure that it agreeswith the accounting records● An
employee accessing● Create password-protected
barriersunauthorized informationthat prohibit employees
fromobtaining information not neededto do their jobs
Sheet2
Sheet3
1-*

24. A Corporate Social Responsibility Perspective
CSR extends beyond legal compliance
to include voluntary actions that satisfy
stakeholder expectations.
Corporate social responsibility (CSR) is a concept
whereby organizations consider the needs
of all stakeholders when making decisions.
Customers
Employees
Communities
Suppliers
Stockholders
Environmental
& Human Rights
Advocates
1-*
Corporate Social Responsibility

25. Sheet1Examples of Corporate Social ResponsibilityCompanies
should provide customers with:Companies and their suppliers
should provide● Safe, high quality products that are
fairlyemployees with:priced● Safe and humane working
conditions● Competent, courteous, and rapid delivery● Non-
discriminatory treatment and theof products and servicesright to
organize and file grievances● Full disclosure of product-related
risks● Fair compensation● Easy to use information systems
for● Opportunities for training, promotion,shopping and
tracking ordersand personal developmentCompanies should
provide suppliers with:Companies should provide communities
with:● Fair contract terms and prompt payments● Payment of
fair taxes● Reasonable time to prepare orders● Honest
information about plans such as● Hassle-free acceptance of
timely andplant closingscomplete deliveries● Resources that
support charities, schools,● Cooperative rather than
unilateraland civic activitiesactions● Reasonable access to
media sourcesCompanies should provide stockholders
with:Companies should provide environmental● Competent
managementand human rights advocates with:● Easy access to
complete and accurate● Greenhouse gas emissions datafinancial
information● Recycling and resource conservation data● Full
disclosure of enterprise risks● Child labor transparency●
Honest answers to knowledgeable● Full disclosure of suppliers
located inquestionsdeveloping countriesinformation not needed
to do theirjobs
Sheet2
Sheet3
1-*

26. A Process Management Perspective
A business
process is a series of
steps that are followed in order to
carry out some task in
a business.
Product
Customer
R&D Design Manufacturing Marketing Distribution
Service
Business functions making up the value chain
1-*
Lean Production
Lean Production is often called Just-In-Time (JIT) production.
Customer places an order
Create Production Order
Generate component requirements
Production begins as parts arrive
Goods delivered when needed

27. Components are ordered
1-*
Lean Production
Traditional Manufacturing
Produce goods in anticipation of Sales
Make Sales from Finished Goods Inventory

29. Store
Inventory
1-*
Lean Production
Because lean thinking only allows production in response to
customer orders, the number of units produced tends to equal
the number of units sold.
The lean approach also results in fewer defects, less wasted
effort, and quicker customer response times than traditional
production methods.
1-*
A Leadership Perspective
Organizational leaders unite the behavior of employees around
two common themes—pursuing strategic goals and making
optimal decisions.
Factors that influence behavior:Intrinsic MotivationExtrinsic

30. IncentivesCognitive Bias
1-*
End of Chapter 1
Financial AccountingManagerial Accounting
1. UsersExternal persons whoManagers who plan for
make financial decisionsand control an organization
2. Time focusHistorical perspectiveFuture emphasis
3. VerifiabilityEmphasis onEmphasis on
versus relevanceobjectivity and verifiabilityrelevance
4. Precision versusEmphasis on Emphasis on
timelinessprecisiontimeliness
5. SubjectPrimary focus is onFocus on
companywide reportssegment reports
6. RulesMust follow GAAP / IFRSNot bound by GAAP / IFRS
and prescribed formatsor any prescribed format
7. RequirementMandatory forNot
external reportsMandatory
Examples of Controls to
Examples of Business RisksReduce Business Risks
● Intellectual assets stolen from ● Create firewalls that prohibit
com-
computer files puter hackers from corrupting or
stealing intellectual property
● Products harming customers● Develop a formal and rigorous
new product testing program
● Losing market share due to the ● Develop an approach for
legally

31. unforeseen actions of competitors gathering information
about
competitors' plans and practices
● Poor weather conditions shutting ● Develop contingency
plans for
down operations overcoming weather-related
disruptions
● Website malfunction● Thoroughly test the website
before going "live" on the Internet
● Financial statements unfairly● Count the physical inventory
on
reporting the value of inventory hand to make sure that it
agrees
with the accounting records
● An employee accessing● Create password-protected barriers
unauthorized information that prohibit employees from
obtaining information not needed
to do their jobs
Companies should provide customers with:Companies and their
suppliers should provide
● Safe, high quality products that are fairlyemployees with:
priced● Safe and humane working conditions
● Competent, courteous, and rapid delivery● Non-
discriminatory treatment and the
of products and services right to organize and file grievances
● Full disclosure of product-related risks● Fair compensation
● Easy to use information systems for● Opportunities for
training, promotion,
shopping and tracking orders and personal development
Companies should provide suppliers with:Companies should
provide communities with:
● Fair contract terms and prompt payments● Payment of fair
taxes
● Reasonable time to prepare orders● Honest information about
plans such as
● Hassle-free acceptance of timely and plant closings

32. complete deliveries● Resources that support charities,
schools,
● Cooperative rather than unilateral and civic activities
actions● Reasonable access to media sources
Companies should provide stockholders with:Companies should
provide environmental
● Competent managementand human rights advocates with:
● Easy access to complete and accurate● Greenhouse gas
emissions data
financial information● Recycling and resource conservation
data
● Full disclosure of enterprise risks● Child labor transparency
● Honest answers to knowledgeable● Full disclosure of
suppliers located in
questions developing countries
Examples of Corporate Social Responsibility