Robin Clark, Joanna Kimbell and William Biggs
This case was developed from both primary and secondary sources. Primary sources were interviews. The secondary sources include legal opinions and journal articles.
Abstract
Research methodology
This case was developed from both primary and secondary sources. Primary sources were interviews. The secondary sources include legal opinions and journal articles.
Case overview/synopsis
In 2012, Scot and his co-owner, both experienced groomers, planned to open their own grooming business. Scott talked with his accountant about the best legal entity for their situation, and the accountant advised Scott that a limited liability company (LLC) would be the best choice. The accountant steered Scott to Legal Zoom, an online legal resource that helps people form business entities, including LLCs. A few years after starting their business, Scott and his co-owner reached an impasse: Scott wanted to expand the business; his co-owner did not. Scott talked with an attorney and learned that the standard form LLC operating agreement from Legal Zoom did not cover this kind of situation. How is an LLC formed? What are the consequences of a flawed LLC formation? What kinds of duties do accountants owe business owners?
Complexity academic level
This case was written for use in an undergraduate introductory business law course, an introductory accounting course or an accounting ethics course. The focus of the case supports classroom discussion for online and face-to-face instruction regarding business entity formation and fiduciary duties. Educators who use critical thinking in lessons to apply information about the roles of accountants and attorneys working with business owners can use this case to explore and discuss the impact ethical decisions can have on business owner clients.
Learning objectives
Through evaluating and examining this case, students will be able to:
• understand what an LLC is and explain how one is formed;
• recognize the consequences of flawed LLC business entity formation; and
• articulate the roles of accountants in the formation of an LLC.
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Last month we gave details of the new employment service, as described in the booklet, PEOPLE AND JOBS. On 11 January the Professional and Executive Recruitment Service (PER) head…
Abstract
Last month we gave details of the new employment service, as described in the booklet, PEOPLE AND JOBS. On 11 January the Professional and Executive Recruitment Service (PER) head office was opened by Mr Robin Chichester Clark, Minister of State, Department of Employment. Mr Dewi Rees, Director of PER, also introduced himself.
Claims that a supermarket’s most loyal customers are around 1,000 times more profitable than its least loyal. Takes the reader through all aspects of loyalty from getting to know…
Abstract
Claims that a supermarket’s most loyal customers are around 1,000 times more profitable than its least loyal. Takes the reader through all aspects of loyalty from getting to know your best customers, through how to reward them, to the science of customer loyalty; how to measure a customer’s lifetime value and the effectiveness of your scheme. Analyses existing schemes around the world in retailing (including supermarkets and petrol retailing), travel, leisure, finance and motoring industries. Investigates customer loyalty techniques for business to business, independent retailers, brands, newspapers, utilities, dental supplies, computing and town loyalty.
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This paper aims to provide a critical analysis of UK Government policy in respect of recent moves to attract young people into engineering. Drawing together UK and EU policy…
Abstract
Purpose
This paper aims to provide a critical analysis of UK Government policy in respect of recent moves to attract young people into engineering. Drawing together UK and EU policy literature, the paper considers why young people fail to look at engineering positively.
Design/methodology/approach
Drawing together UK policy, practitioner and academic‐related literature the paper critically considers the various factors influencing young people's decision‐making processes in respect of entering the engineering profession. A conceptual framework providing a diagrammatic representation of the “push” and “pull” factors impacting young people at pre‐university level is given.
Findings
The discussion argues that higher education in general has a responsibility to assist young people overcome negative stereotypical views in respect of engineering education. Universities are in the business of building human capability ethically and sustainably. As such they hold a duty of care towards the next generation. From an engineering education perspective, the major challenge is to present a relevant and sustainable learning experience that will equip students with the necessary skills and competencies for a lifelong career in engineering. This may be achieved by promoting transferable skills and competencies or by the introduction of a capabilities‐driven curriculum which brings together generic and engineering skills and abilities.
Social implications
In identifying the push/pull factors impacting young people's decisions to study engineering, this paper considers why, at a time of global recession, young people should select to study the required subjects of mathematics, science and technology necessary to study for a degree in engineering. The paper identifies the long‐term social benefits of increasing the number of young people studying engineering.
Originality/value
In bringing together pedagogy and policy within an engineering framework, the paper adds to current debates in engineering education providing a distinctive look at what seems to be a recurring problem – the failure to attract young people into engineering.
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Naomi Brookes, Michael Butler, Prasanta Dey and Robin Clark
– The purpose of the paper was to conduct an empirical investigation to explore the impact of project management maturity models (PMMMs) on improving project performance.
Abstract
Purpose
The purpose of the paper was to conduct an empirical investigation to explore the impact of project management maturity models (PMMMs) on improving project performance.
Design/methodology/approach
The investigation used a cross-case analysis involving over 90 individuals in seven organisations.
Findings
The findings of the empirical investigation indicate that PMMMs demonstrate very high levels of variability in individual's assessment of project management maturity. Furthermore, at higher levels of maturity, the type of performance improvement adopted following their application is related to the type of PMMM used in the assessment. The paradox of the unreliability of PMMMs and their widespread acceptance is resolved by calling upon the “wisdom of crowds” phenomenon which has implications for the use of maturity model assessments in other arena.
Research limitations/implications
The investigation does have the usual issues associated with case research, but the steps that have been taken in the cross-case construction and analysis have improved the overall robustness and extendibility of the findings.
Practical implications
The tendency for PMMMs to shape improvements based on their own inherent structure needs further understanding.
Originality/value
The use of empirical methods to investigate the link between project maturity models and extant changes in project management performance is highly novel and the findings that result from this have added resonance.
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£¼M Export contract. Close co‐operation between two British companies has resulted in a £¼ million order involving shipment of 240,000 glavanised steel panels for a construction…
Abstract
£¼M Export contract. Close co‐operation between two British companies has resulted in a £¼ million order involving shipment of 240,000 glavanised steel panels for a construction contract placed by a Middle Eastern Defence Ministry.
Almost one quarter of a sample of ex‐sixth‐formers were highly critical of the careers and educational guidance offered by their schools, in a recent National Foundation for…
Abstract
Almost one quarter of a sample of ex‐sixth‐formers were highly critical of the careers and educational guidance offered by their schools, in a recent National Foundation for Educational Research survey (Ken Fogelman: Leaving the Sixth Form — obtainable from NFER, Book Publishing Division, 2, Jennings Buildings, Thames Avenue, Windsor, Berks). Typical comments were:— ‘Sixth‐formers who do not opt for university or to a lesser extent teacher training are regarded more or less as second class citizens by teachers.’
Post‐James With a predictable fanfare of trumpets, North‐East London Polytechnic has come up with some thought‐provoking proposals on how the Diploma in Higher Education mooted by…
Abstract
Post‐James With a predictable fanfare of trumpets, North‐East London Polytechnic has come up with some thought‐provoking proposals on how the Diploma in Higher Education mooted by Lord James could operate. They are the work of a group formed last spring, including Mr Eric Robinson, Deputy Director (Planning) at North‐East London, and the ubiquitous Mr Tyrrell Burgess, who wears a hat at the Polytechnic in its Centre for Institutional Studies.
‘Every man a planner’ might well be the slogan of a whole range of currently dissatisfied groups — the homes before roads lobby, local councillors adjusting to reorganisation…
Abstract
‘Every man a planner’ might well be the slogan of a whole range of currently dissatisfied groups — the homes before roads lobby, local councillors adjusting to reorganisation, town planning students longing to apply some sociological thought and even those top level officials advocating corporate planning. It somehow opens fire on professional elitism whilst combining a plea for the environment with a post‐Poulson outcry against local government secrecy.