Preventing Fraud at Mogels Inc. - 1040 Words

1) The Committee of Sponsoring Organizations of the Treadway Commissions (COSO) declared in 2011 that keeping a moral tone is an effective way for organizations to prevent fraud. The values, integrity and competence of the company’s leaders and the presence of a positive management philosophy encourage low-level employees to be honest and morally upright (COSO, 2011). When employees observe that executives behave unethically, they become more likely to engage in fraudulent behavior because they see that it is tolerated. Mogel’s Inc. could establish control through a code of conduct covering all employees. The presence of formal policies can only be effective when it is properly and consistently enforced and when competent and trustworthy individuals are rewarded (McNeal, 2011) 2) Mogel’s Inc. can also benefit from an organizational structure that clearly denotes company hierarchy. Employees should pass reports to their supervisors or give formal updates of the company’s processes. For instance, it would be ideal for an internal auditor to regularly report to an audit committee. Relevant information would freely flow from employees to the company’s management and this raised level of awareness is a deterrent for fraudulent activities which flourish when supervision is low (McNeal, 2011). A clear organizational structure encourages transparency in a company. It also informs employees of the people they can report to if they suspect that anything is amiss. (McNeal, 2011).

Art History 3.6 Examine Values Placed On Artworks Essay

ART HISTORY 3.6, EXAMINE VALUES PLACED ON ARTWORKS Introduction Leonardo da Vinci, Mona Lisa Leonardo da Vinci’s masterpiece the Mona Lisa established a new type of portraiture; da Vinci painted the Mona Lisa over the time period of 1503-1507, during the height of the Renaissance. The Mona Lisa is thought to be a portrait depicted of Lisa Gherardini, the wife of Francesco del Giocondo. The work itself is s a half-length portrait of a woman, which has been acclaimed to be the best known and the most visited, work of art in the world. It was acquired by King Francis I of France and is now the property of the French Republic, on permanent display at the Louvre Museum in Paris since 1797. Prior to painting the Mona Lisa da Vinci also painted Ginevra de Benci, the first painting in Italy to portray a sense of unique personality and Lady with Ervine, a portrait of Cecelia Gallerani, all of which were front on portraits as opposed to profile. Artistic Value In the Trecento (1300’s) artworks were typically seen as part of a religious story. The donor (person who paid for the artwork) was usually depicted within the work, for example, Enrique Scrovegni in Giotto’s Arena Chappell. In the Quattrocento we see a more individual approach to portraiture, the standard was profile with a decorative background and the exclusion of hands, an example of this is Pisanello’s Portrait of a Princess. Traditionally Italian art was painted using tempera paint, in the 1300’s the use of oilShow MoreRelatedExploring The Different Values Placed On Art Works Essay9463 Words   |  38 PagesAS91487 3.6 Examine the different values placed on art works Mona Lisa – Leonardo Da Vinci 1506 - The Mona Lisa, 1503 - 1506, painted on poplar wood (77 x 53cm) with oil paint. This composition was created by Leonardo Da Vinci, a Quattrocento artist of the Italian Renaissance between the years of 1503 - 1506. 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Managing Diversity and Equal Opportunity

Question: Identify and evaluate the behavioural context of inequality and discrimination, device organisational policies to promote equality of opportunity amongst different groups of workers and analise and evaluate the role and limits of keys aspects of legislation as they relate to the management of diversity? Answer: Introduction Workplace diversity and equal opportunities have become the most frequently discussed topics in management circles. According to Mackie et al. (2014), differentiation in gender, race, ethnicity, disability, religion, sexuality, class and age ensures workplace diversity. Implementing diversity through change management is always a critical decision for any organization. According to Oswick and Noon (2014), diversity helps an organization to create better ideas through unique experiences. It provides an enriching experience to the employees and always allows them to press hard to achieve their goals. However, according to Janssens and Zanoni (2014), workplace diversity has several disadvantages such as creating uncomfortable workplace and increased hostility. On the other hand, equal opportunity is an idea that is used to remove workplace discrimination based on race, gender, religion, nationality and other individual characteristics. Several programs are used in an organization to inf luence equal opportunity atworkplace (Gedalof 2013). Techniques such as identifying barriers to discrimination, increasing workplace diversity by allowing factors like ethnicity, race and gender, finding out hidden biases in organizational processes such recruitment, hiring, promotion, increments and compensation practices. These techniques are solely responsible for ensuring equal opportunity in an organization. Diversity and equal opportunities Workplace Diversity is known to provide value to the different employees. According to Rhode (2014), diversity includes not only race but also personality, age, edification, background, gender and ethnicity. Equal opportunity in the workplace provides equal treatment to all employees in an organization. This means that job or promotion will be offered to an employee who is eligible regarding qualification, experience and knowledge (van et al. 2012). Both diversity and equal opportunity are important for any organization as it assists in attracting qualified applicants via recruitment methods. Some companies are commonly implementing EEO policies to provide training for both staff and leadership on equal employment, diversity in workplace and respect for cultural differences (Jonsen et al. 2013). This can effectively reduce any internal conflicts among the employees. Effect of discrimination against female workers and managers Gender discrimination is known as the most crucial factor that affects several aspects such as job satisfaction, job involvement and organizational commitment. Especially, if women employees are committed towards the organization but are restricted by their family circumstances, the organization will not promote those employees to a higher rank (Bloomfield and Vurdubakis 2014). However, in the same case, male employees do not get affected. As a result of gender discrimination; organizational commitment, job satisfaction and organizational citizenship is affected. However, the most important factor that gets affected by gender discrimination is employee performance. For example, Wal-Mart is the leading retailer giant in the world but because of their gender discrimination problems, the organization is slowly losing the loyalty of their customers. In 2015, the profitability of the company went down to 7.9% than the last year (Wood 2015). It is assumed that because of their gender discr imination problems the customers are shifting from Wal-Mart to any other retailer brand such as K-Mart of Target (Koca 2015). Employee performance: It is expected if women employees encounter gender discrimination in their workplace, they will lose their motivation and loyalty towards their company. Therefore, according to Jindra (2014), gender discrimination leads to a loss of productivity in an organization. It is obvious that when an employee experiences avoidance because of her gender or cast or ethnicity, she loses motivation and willingness to perform well. This not only harms that employee but also harms that organization. Creates uncomfortable work environment: Workplace becomes uncomfortable if a woman worker doing the same job like her male counterpart but not compensated equally like. (Raynor 2015). The woman employee feels uncomfortable for not being paid equally and on the other hand, the male employee will feel uncomfortable for this unequal treatment. This will hamper the workplace environment in the organization. Approaches of organizations to increase the number of women in senior position Organizations across the world have focused on enhancing the productivity of the women employees and trying to facilitate their advancement into managerial roles. Most of the companies are implementing "work-life or "family-friendly" programs to encounter gender discrimination problems at workplace (Stonehouse 2015). Some of those programs are, Programs based on attachment: Rules and regulations under this program allow female employees to take maternity and childbirth leave, early child-care leave, sick leave and family and medical leave (Oswick and Noon 2014). In some cases, companies also offer a safeguard to the female employees so that they can keep their position and level of seniority after taking a long leave because of any family problems or maternity problems. Some organizations offer programs such as telecommunication and other new technologies only for women employees to enable employees to work from home for at least some part of their working week. Organizations also provide development opportunities for visible cross-divisional roles to their female employees so that they can have equal opportunity to reach senior management levels (Hussain and Ishaq 2016). Visible cross-divisional roles help an organization to find out potential future leaders from the female employees. Some organizations are using women-specific elements in their succession planning process to ensure that high-potential female employees are getting perfect and proper chances alongside their male counterparts to increase their position in the organization (Coleman 2012). Programs based on time: Female employees are allowed to choose flexible work schedules, job sharing, compressed work weeks and reduced duties while managing their productivity levels. Programs based on Child-care: This program includes both on and off corporate site childcare. Some organizations help their women employees to find reliable childcare and corporate subsidies for childcare services. Some other organizations have included special childcare services in their workplace so that women employees can get whenever they need while working. Key principles of business case The business case for equality and diversity has a strong impact on an organization. It helps to acquire talented recruits, committed workers and provides a creative and innovative development of services. According to Giordano and Fulli (2012), by 2016, only 18 percent of the UK workforce will be white, male, not disables, under 35 and heterosexual (Jones et al. 2013). Therefore, most of the companies are trying to establish a workforce culture that includes diverse and equal employeesThe employees will be asked to maintain four key motivations which are reputation, recruitment and retention and productivity. Some key principles of business case related to diversity and equality are mentioned below. Organizations must ensure that employees from different background and culture have an equal and positive experience while working in a company. Authorities must make sure that individual skills are not wasted. Besides, facilitating diversity will help the organizations to access to a wider pool of talents and improve their staff recruitment (Poulis et al. 2013). Adaptation of flexible approaches in the workplace so that an organization can retain old employees which will reduce the recruitment cost. Last but not the least; business organizations are trying to reduce the potential cost of legal services and awards related to compensation in the cases of discrimination. As discrimination also creates a negative impact on the morale and efficiency of the employees who are directly or indirectly involved, organizations are also trying to reduce discrimination in their workplace. Recently, some successful organizations are promoting more female employees to the senior position than any other company. For example, Germanys industrial conglomerate Siemens, pharmaceutical organization Bayer, Nestle from Switzerland and French oil group Total are leading in promoting their female employees. The share of women in leadership positions in Siemens has increased from 14 percent to 16 percent. On the other hand, at Nestle, some women have in leadership positions have increased from 28.5 percent to 32.6 percent in recent years (Bennett, 2015). Strengths and limitations of business plan Organizations face some advantages and limitations in their business plan while bringing changes in diversity and equality procedures. Changes in an organization to implement diversity and equality are very important. However, the method of implication is not an easy task to do. This method has several strengths and weaknesses which are, Productivity Productivity increases rapidly in any organization where diversity and equality are successfully implemented. For example, if in an organization, productivity of female workers is going down because of workplace gender discrimination, the organization must bring changes in the organizational structure to provide equality to each employee (Bloomfield and Vurdubakis 2014). As a result of organizational change, it is possible that for sometimes productivity will go down but it will improve once the female employees regain their productivity after a successful organizational change. Workforce attitude In some organizations, gender discrimination is so high that female employees regularly quit their jobs. For example, in Wal-Mart, it is almost impossible for the female employees to adapt the organizational culture as even pregnant women are forced to work overtime and in an unsafe workplace environment (Pope and Pope 2015). This gender discrimination not only creates conflicts and chaos in an organization but also creates a negative workforce attitude. Bring a change can effectively divert the situation. When both the male and female employees get an equal chance to climb the organizational ladder, based on their qualification and quality, an environment of positivity will appear in the organization. Relationship Organizations where gender discrimination and inequality is massive, the employees and higher authority of that company carry a damaged relationship which affects the reputation of the organization (Janssens and Zanoni 2014). Workplace equality and diversity can solve this problem as it will allow the organizations to recruit fresh talents disregarding their cast, ethnicity, culture and gender. Success or failure One and only limitation of organizational change related to diversity and equality is the risk of failure. It is obvious that any change in the organization will either bring success or bring failure. However, in most of the organizations, gender discrimination is at large and to reduce this problem a restructuring process in very important. Now, if an organization restores its organizational culture, the chances are high that old employees will not accept the changes. This will damage the productivity of that organization. Legal and regulatory issues Organizations are facing several issues while implementing diversity and quality in their workplace. Among those issues, legal issues are considered as the primary issues. Legal Acts such as Equality Act 2010, Equality scheme and Position action provision describes the rules and regulations related to diversity and equality (Lockwood 2012). For example, Equality Act 2010 serves to reduce discrimination related to age, being pregnant or having a child, disability, sex, sexual orientation, religion, belief or lack of religion and belief. However, while implementing diversity or equality through organizational change, most of the organizations cannot maintain all the rules and regulations because of resistance from existing employees. On the other hand, Equality Scheme such as Disability Equality Scheme explains that equality must be promoted for the disabled people and any discrimination against them will be challenged (Beauchamp 2012). The challenges faced by organizations while implementing such policy is a lack of communication, opposition to change, wrong processes to manage diversity and implementation problems. Organization policies to promote diversity and equality Some rules and regulations are followed by various organizations to promote diversity and equality in t heir workplace. Some of those policies are, Associative discrimination: Direct discrimination is considered as unlawful, whatever the reason is. This occurs when a person is discriminated directly and harassed in an organization (Bloomfiel and Vurdubakis 2014). Discrimination by perception: This policy is applicable when an employee or a person in an organization is discriminated against or harassed based on a perception that the person has (Jones et al. 2013). Indirect discrimination: This policy is applicable when a criteria or practice in an organization affects everyone equally but also puts people with a protected characteristic at a disadvantage (Janssens and Zanoni 2014). Victimization: This policy is applicable when a person experiences problems because he has supported someone in making a complaint against discrimination (Hussain and Ishaq 2016). Conclusion and Recommendation In the end, it can be concluded that diversity and equality are the most important factors in an organization. If there is no diversity and equality in the workplace, an organization will face hundreds of issues even if they have a leading market position. Organizations that have problems related to discrimination must immediately take positive steps to minimize the effects of it. Some recommendations are mentioned below that can help an organization to deal with their discrimination problems. An organization must involve all employees to share their ideas before implementing diversity initiatives in the workplace. Organizations must promote diversity in leadership positions which will encourage other employees to realize the benefits of the idea. Diversity training can be used as an important tool to shape the diversity policies. A customizable employee satisfaction survey can be conducted to gain comprehensive reporting. References Beauchamp-Pryor, K., 2012. From absent to active voices: securing disability equality within higher education.International Journal of Inclusive Education,16(3), pp.283-295. Bennett, K., 2015. Women and economy: complex inequality in a post-industrial landscape.Gender, Place Culture,22(9), pp.1287-1304. Bloomfield, B.P. and Vurdubakis, T., 2014. On the naming of monsters: Organization,(in) equality and diversity in the age of technological reproduction.Equality, Diversity and Inclusion: An International Journal,33(7), pp.575-594. 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