CASE STUDY 8.2: DIVERSITY TRAINING AT OZ MANUFACTURING Linda Church, HR manager for Oz Manufacturing, looked up. Mary O'Reilly and Siti Ahmada were standing before her. Linda smiled. "What can I do for you both?”
Mary glanced at Siti then said, "As you know, I'm a devout Catholic and Siti is a devout Muslim and our beliefs are very important to us."
"Yes, I know that", said Linda, “but I'm not sure what you are trying to tell me."
Mary grimaced. "Well, it's this new training program on diversity. It seems you are asking us to support gays and lesbians and their lifestyles. To us, this is asking us to forgo our own religious principles. We think the company is trying to influence our religious beliefs. Attendance at this program is morally wrong. Our religious beliefs are our personal affair, neither Siti nor I try to force others to accept our way of life. Why should the company make us attend such a training program? It's not right that we should be told what to think and believe, or that we should be asked by the company to tolerate behavior that to us is morally wrong."
QUESTIONS
1. Who are the major stakeholders in this case? What do you think their views are likely to be?
2. If you were Linda, how would you respond?
3. What HR issues are raised in this case?
4. How would you deal with them?

Each of the following scenarios is based on facts in anactual fraud. categorize each scenario as primarily indicating (1) anincentive to commit fraud, (2) an opportunity to commit fraud, or(3) a rationalization for committing fraud. also state your reasoningfor each scenario.a. there was intense pressure to keep the corporation ' stock from declining further. this pressure came from investors, analysts,and the ceo, whose financial well-being was significantly dependent on the corporation ' s stock price.b. a group of top-level management was compensated (mostly in the form of stock-options) well in excess of what would be considered normal for their positions in this industry.c. top management of the company closely guards internal financial information, to the extent that even some employees on a “need-to-know basis” are denied full access.d. managing specific financial ratios is very important to the company, and both management and analysts are keenly observant of variability in key ratios. key ratios for the company changed very little even though the ratios for the overall industry were quite volatile during the time period.e. in an effort to reduce certain accrued expenses to meet budget targets, the cfo directs the general accounting department to reallocate a division’s expenses by a significant amount. the general accounting department refuses to acquiesce to the request, but the journal entry is made trough the corporate office. an accountant in the general accounting department is uncomfortable with the journal entries required to reallocate divisional expenses. he brings his concerns to the cfo, who assures him that everything will be fine and that the entries are necessary. the accountant considers resigning, but he does not have another job lined up and is worried about supporting his family. therefore, he never voices his concerns to either the internal or external auditors.f. accounting records were either nonexistent or in a state of such disorganization that significant effort was required to locate or compile them.

Consider two similar industries, portal crane manufacturing (pcm) and forklift manufacturing (flm). the pcm industry has exactly three incumbents with annual sales of $800 million, $200 million and $100 million, respectively. the flm industry has also exactly three incumbents, with annual sales of $500 million, $450 million and $400 million, respectively. which industry is more likely to experience a higher level of rivalry?

Based on what you learned about time management which of these statements are true