Reporting Problems at Molex‚ Inc. INTRODUCTION This report discusses Molex‚ Inc.’s conflicts with its auditor‚ Deloitte and Touche‚ over a reporting issue in 2004. The report explains the details of the firm’s issue while also addressing the intentions behind Molex’s decisions‚ Deloitte’s concerns‚ and the resolutions for the conflict. MOLEX’S PROBLEMS In mid-July 2004‚ Molex’s corporate finance group identified an on-going accounting issue within the firm: for several years‚ Molex had mistakenly
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could influence the economic decision of users taken on the basis of the financial statements." Based on this definition and the following ratios‚ we believe Molex did in fact misstate the Balance Sheet and Income Statements for the period ending in June of 2004. In September‚ prior to making these errors public information‚ Molex released its yearly financials indicating it earned $175‚950‚000 in Net Income [Exhibit 2]. This numeric includes the overstatement to income of $5‚800‚000‚ after
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Case: Molex 1. Molex is a global 1.84 billion dollar company that manufactures electronic components; the company is based in Chicago and is the world’s second largest manufacturer of electronic components. Although the company started as a local company‚ the vision of Molex was much greater. Molex now generates about 61 percent of its business from outside of the United States. Molex has stayed true to its set goal‚ which is to build a truly global company that is at home wherever in the world
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The planning process is comprised of two key parts---strategic planning and operational planning. Strategic planning establishes an organization’s long-term vision‚ objectives and strategies required to achieve the objectives. Operational planning is the execution phase. It outlines a framework for implementing the strategies and achieving the objectives. Strategic Plan The strategic plan covers a three to five year time frame. Annual reviews are conducted to assess if the plan is on track and
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Financial Reporting Problems at Molex‚ Inc. (A) : . n mid-November 2004‚ Molex’s Board of Directors met to decide the future of Joe King and Diane Bullock‚ the company’s CEO and CFO respectively. Molex’s external auditors‚ Deloitte &c Touche‚ had accused both of failing to disclose an $8 million pre-tax inventory valuation error in a recent letter of representation to the auditors. In response‚ King and Bullock argued that at the time of their letter they had determined that the financial
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Title: Strategic Operations Issues Assignment topic Using your own organisation or a local organisation that you know well‚ identify a strategic operations issue or problem that needs to be addressed. Describe the organisation briefly and briefly explain the specific operational issue‚ problem or process that needs to be addressed and provide clear details of its functions within the organisation; analyse the problem using a concept covered in the subject; consider the performance objectives of
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Molex Case Study Shaquea K. King MGT/448 Global Business Strategies University of Phoenix Donald Joseph~Facilatitor March 24‚ 2010 The legal‚ cultural‚ and ethical challenge that confronts the global business presented with Molex is that of the HRM (Human Resources Management). Molex legal issues and concerns where making sure that all the legal polices and systems were covered because they were interacting globally and different countries abided by different rules and regulations
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Running head: MOLEX CASE STUDY Molex Case Study Global Business Strategies Molex Case Study Molex Molex is a global 1.84 billion dollar company that manufactures electronic components; the company is based in Chicago and is the world’s second largest manufacturer of electronic components. Although the company started as a local company‚ the vision of Molex was much greater. Molex now generates about 61 percent of its business from out side of the United States. Molex has stayed true to
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Global markets engage in an array of arenas. For Molex the challenges do not fall short. There are many advantages and disadvantages which include‚ but are not limited to: culture‚ government‚ taxes‚ lifestyle management‚ and costs. In the following paragraphs this manufacturer of electronics will be examined to review its global operations. Legality‚ culture‚ and ethics are a high priority for its success of being in the market for over 70 years. Today it holds presence in 21 countries employing
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Performance with a Purpose: PepsiCo ’s Strategic and Operational Plans Kendre Adams MGT 521 October 9‚ 2014 Professor Eric McMath Performance with a Purpose: PepsiCo ’s Strategic and Operational Plans PepsiCo is a global food and beverage organization that strives to keep a diverse product portfolio. PepsiCo’s main competitors include The Coca Cola Company‚ Nabisco‚ Nestle‚ and Kellogg’s. In total‚ PepsiCo portfolio consists of 22 brands. Strategic planning can be defined as a deliberate program
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