From: Nathan J. Nelson

To: Dr. Tucker, Shin-Ping

Subject: Homework 2

††††††††††††††††††††††††††††††††††† 28 January 2019



Question 2: You are a new human resource manager assigned to your firmís IT organization. One of your responsibilities is to screen resumes for job openings. While in the process of reviewing more than 35 resumes for a Cisco Network Specialist you are instructed to only review those files that have Cisco certifications. Half of the resumes are from workers with less than three years of experience who claim tot have one ore more cisco certifications. There are also a few candidates with over five years of impressive experience but who have no certifications from cisco listen on their resumes. You are concerned about resume inflation and the heavy emphasis on certification versus experience. What would you do?

The first approach I would take, would be to run background checks on all the employees with the supposed Cisco Certification to include having them provide a copy of the certification. If the reported certifications appear to have been false, reject the submitted applications and perform background checks on the remainder with a more impressive work history. Furthermore, as your employer is instructed you to hire only those with certifications, verifying that the next group has the knowledge can be beneficial. Moreover, you could then find out what it would take for the remainder to get their certifications, up to include researching whether your employer will pay for the certification themselves if the candidates perform favorably.


Question 3: You are a new sales person at a large software manufacturing firm. It is three weeks from the end of the sales quarter and you and your sales manager have both already met your quotas for the quarter. In addition, you just closed another deal with a new customer for $100, 000 worth of software and customer service. Your manager suggests that you hold this new order, so it gets recorded against next quarter. They explain that because sales during the next three months tend to slow down, salespeople frequently miss their quotas and associated sales bonuses for that quarter. Holding this large order to next quarter would help you get an excellent start and almost guarantee that you meet your following quarterís quota. What would you do?

While holding onto the new sale would help the employee out, whether it be for mission goals, or personal financial reason, it is unethical as it throws off the yearly trends for goods and services sold. Meaning, next yearís trends will be inaccurate due to the holding over of the information. What if you donít have the big sale right at the end of your quarter next year to carry you over into the following quarter? Upper management will most likely notice the decrease in sales by the one salesperson or the sales team.


Critical Thinking 1: With 20-20 hindsight, what could have IBM and Bridgestone done to improve the outcome of the major project? What company reputation do you feel was damaged more by the project? How did the case turn out?

Both parties could always have had dedicated people working on the project, going over all legacy systems that were in place, and better communication regarding timeline, known bugs, alpha and beta testing, and utilizing a slow roll out to see how the systems performed on a smaller scale versus putting all new systems online at the same time. Both companies have lost an element of credibility in the ordeal. Bridgestone lost credibility with their clients who depend on them for quality products delivered in a timely manner, the consumer doesnít care about your logistical problems, they are your problems. Whereas IBM lost credibility with other companies for their inability to put forth a quality product in a timely manner. However, IBM would appear to have lost more credibility in their ability to put forth the services and expertise into play. Bridgestone versus IMB, currently the case is still being played out in the courts with Bridgestone winning the first round.

Critical Thinking 2: Is the fine SAP paid to the FCPA stiff enough to motivate companies to implement systems capable of detecting bribes? Is it possible that some organizations tolerate lax internal control, so managers have as much freedom as possible in running their business? What changes if any would suggest to the FCPA?

When an organization implements a major accounting software package, it also inherits the system of internal control that is built into the software, good, bad or indifferent. What can be done if it is discovered, months after the software has been purchased and installed, that the software is lacking in good internal control? IT worker have a key role in designing and implementing the internal controls associated with systems that automate the processing of business transactions, such as the payment of suppliers, employees, and business partner and the receipt of payments from customers. What can IT workers do to prepare themselves for this responsibility? Who should worker collaborate with when evaluation or designing the automated internal controls of computer-based information system.

The fine paid by companies should be substantial in that it should be significantly higher than the amount that they made off any product from bribes or unscrupulous business practices. If companies are held accountable and fined a significant amount, they may be more apt to continue such practices if they feel that they can get away with a slap on the wrist. In this instance, .2 Million was added to SAPís fine over what they initially made on the sale of goods, however, does this cover the upkeep or updates of the products or services, does it cover the cost of labor that is to be billed out? Clearly a stronger message needs to be sent. It is very possible some companies have lax controls so long as they donít get caught and they are maximizing profits. In some instances it could occur that, once a company is caught, they only play by the rules for a short time before reverting to previous practices.

If it is noticed months after the software has been in production, that it is lacking in an accountability piece, you would look to IT to hot fix the problem if they have been given sufficient access to the code or controls of the system, or contact the manufacturer to provide a hotfix, however, the latter will undoubtedly cost the company additional revenue. To get a better understanding of the programs that they are going to oversee, IT workers should briefly cross train to better understand the requirements of the systems that they are going to buy, build, or implement. The IT worker should collaborate with the end-user of the company, the developer, and their own IT department. By working together you get a better understanding of what the customer needs to do their job.