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Non Profit Finance: Fraud and the importance of accounting principles - Case Study




Case Study Instructions;During the semester students will be assigned a case study. The student(s) will be responsible for leading a class discussion of the assigned case. A written analysis of the assigned case is due at the time of the class discussion. (Case due dates are in the syllabus.);** Students are expected to read and analyze all cases and be prepared to actively participate in the class discussion. **;Class Discussion: Thirty minutes of class time will be allowed for each case study. The student(s) presenting the case will be expected to introduce the case to the class and lead the class in a discussion of potential solutions to the case.;Students are encouraged to research the case they are assigned with the objective of bringing additional related information to enhance the class discussion.;Written Report Format;The written analysis of the case should be typed. Electronic submissions, via email, are required. Please use the following format: (or risk the loss of points);{Header};Case Title;Course;Student Name(s);Date;{Report Body};I. Introduction;A brief summary of the case;II. Discussion;Report on the tools, knowledge, and experience relevant to your case? what expertise is needed to successfully ?solve? the case.;III. Conclusion;Express your opinion: discuss alternatives, suggest a course of action, add insight from your unique perspective. This is where most of you grade is earned, so don?t ?short-change? yourself!;IV. Appendix;Related information from research;Notes on Case Study Method (a methodology for analyzing the case);The case method is intended to place the student in the role of decision maker, an active role. Two essential parts of any decision are identifying problems and developing alternatives.;Problems and Their Core Elements;Be sure to distinguish between 1) symptoms of problems, 2) current problems, and 3) potential problems.;Some questions to consider while reading your case;What is the primary problem in the case? What are the secondary problems?;What evidence exists that these are the central issues? How much of this evidence is based on facts? On opinions? On assumptions?;How are the problems, as defined, related? Are they independent, or are they the result of a deeper problem?;What are the ramifications of these problems in the short run? In the long run?;Alternative Courses of Action;It is critical to avoid alternatives that could potentially alleviate the problem, but, at the same time, create a greater new problem or require greater resources than the firm has at its disposal.;1. What possible alternatives exist for solving the firm's problems?;2. What limits are there on the possible alternatives? Competence? Resources? Management preference? Social responsibility? Legal restrictions?;3. What major alternatives are not available to the firm? What management/marketing concepts are involved that affect these alternatives?;4. Are the listed alternatives reasonable, given the firm's situation? Are they logical? Are the alternatives consistent with the goals of the marketing program? Are they consistent with the firm's objectives?;5. What are the costs of each alternative? What are the benefits? What are the advantages and disadvantages of each alternative?;6. Which alternative best solves the problem and minimizes the creation of new problems, given the above constraints?


Paper#77287 | Written in 18-Jul-2015

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