he aim of this assignment is as follows:
[if !supportLists]· [endif]Understand the basic ethics behind agency problem in business.
[if !supportLists]· [endif]Use what you have learnt so far on the course to this project
WHAT YOU HAVE TO DO:
You should submit a 1000 words case study report on Principle agent problem in business companies.
You must follow Qatar University’s formatting guidelines and include references. The report will be graded on the detailed criteria outlined on page three of this document. The recommended layout of your report is given in the following bullet points.
[if !supportLists]· [endif]Cover page (your names, date & number of words)
[if !supportLists]· [endif]Executive summary (A high level summary of the project)
[if !supportLists]· [endif]Table of contents
[if !supportLists]· [endif]Introduction (background of chosen banks, firm or institution)
[if !supportLists]· [endif]What the chosen company is doing regarding your chosen topic.
[if !supportLists]· [endif]Analysis and evaluation.
[if !supportLists]· [endif]Recommendations
[if !supportLists]· [endif]Conclusion (summarize all the above)
[if !supportLists]· [endif]References
[if !supportLists]· [endif]Your project should be no more than 1000 words (executive summary and any references and appendices do not count towards the word limit).
Choose ONE of the following three cases to write about it:
The Fall of Enron
The collapse of energy giant Enron in 2001 showed how catastrophic the agency problem can be. The company’s officers and board of directors, including Chairman Kenneth Lay, CEO Jeffrey Skilling and CFO Andy Fastow, were selling their Enron stock at higher prices due to false accounting reports that made the stock seem more valuable than it truly was. After the scandal was uncovered, thousands of stockholders lost millions of dollars as Enron share values plummeted.
Reading list:
http://www.nytimes.com/2011/11/08/opinion/end-bonuses-for-bankers.html?_r=0
http://euractivgreece.blogactiv.eu/2013/06/30/124/
Grading Criteria:
|
Performance Area |
1: Does Not Meet Expectations |
2: Needs Improvement |
3: Meets Expectations |
4: Exceeds Expectations |
|
Identifies Dilemma
|
Has a vague idea of what the dilemma is and is uncertain what must be decided |
Identifies in general the dilemma, including pertinent facts, and ascertains what must be decided |
Describes the dilemma in detail having gathered pertinent facts. Ascertains exactly what must be decided |
Describes perfectly the dilemma in detail having gathered pertinent facts. Ascertains exactly what must be decided by considering the consequences |
|
Considers Stakeholders
|
Is unsure as to who should be involved in the decision-making process |
Determines who should be involved in the decision making process and accurately identifies all the stakeholders |
Determines who should be involved in the decision making process and thoroughly reflects on the viewpoints of the stakeholders |
Determines with precision who should be involved in the decision making process and thoroughly analyzes the viewpoints of the stakeholders |
|
Analyzes Alternatives and Consequences
|
Begins to appraise the relevant facts and assumptions and was unable to identify alternatives. |
Clarifies at least two alternatives and assessed broadly their associated consequences in detail. |
Clarifies a number of alternatives and evaluates each according to their relative importance to all stakeholders |
Prescribe a large number of alternatives and evaluates consciously each according to their relative importance to all stakeholders |
|
Chooses an Action
|
Has difficulty identifying and appropriate course of action from among alternatives |
Formulates clearly a general implementation plan that describes the execution of the decision |
Formulates an implementation plan that describes the execution of the decision with a clear understanding of the potential effects of the chosen action |
Formulates and recommend a rational and practical implementation plan that thoroughly describes of the potential effects of the chosen action |
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