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• eBook-Kapitel aus dem Buch Accounting Fraud

  The Warning Signs of Fraud

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …– Excessive pressure on management or operating personnel to meet financial targets set up by the board of directors or management – Need to obtain… …managers to meet higher-level management expecta- tions – Adverse consequences on lower-level managers if subsidiaries or divisions fail to meet budgeted… …, projected, or forecasted results – Overly unstable organizational structure (e.g., high turnover of senior management or board members) Fraud Case… …(monitoring of management, internal control components) – Ineffective board of directors or audit committee oversight over the financial reporting process… …– Directors with apparently little experience – Family relationships among directors and/or officers – Domination of management by a single person… …or small group without compensating controls – Ineffective internal audit department – Management and internal auditors exhibiting a… …controls over interim financial reporting) – Management override of controls – Ineffective IT department; ineffective accounting and information systems… …functions Fraud Case Analysis: Lessons Learned 271 (4.) Top management – Ineffective implementation, communication, or enforcement of the… …other laws and regulations (criminal record) – Claims against the entity, its senior management, or board members alleging fraud or violations of… …Fraud Case Analysis: Lessons Learned 272 (5.) Relationship between management and auditor – Frequent disputes with the current or predecessor…

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• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 3: Crazy Eddie (1987)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …in-depth courses in criminology, internal controls, risk management, and other ‘real experience’ areas they require for the fieldwork they will encounter…
• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 4: MiniScribe (1989)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …more pervasive” than he had realized. Along with him, the entire management team also left. In March 1989, under pressure from investors who had… …started to smell trouble, the new management initiated an in-house investigation into the reliability of MiniScribe’s financial reports for 1986… …obsession. This obsession, along with Wiles’s aggressive and intimidating management style, led to a “pressure cooker environment”. “Basically,” one former…

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  Case 5: Phar-Mor (1992)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …collusive management fraud was almost inconceivable. The perpetrators made phony journal entries to increase inventory and decrease cost of sales… …day-to-day management all reported to Mickey Monus.” Until fall 1991, there was no internal audit department, and as in many such companies, the board was…
• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 6: Bausch & Lomb (1994)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …estimates indicated that it might take some dis- tributors up to two years to sell the SVS lenses that CLD management was expect- Accounting Fraud in U.S… …received an anonymous letter from a group of concerned APD employees asserting the fraudulent booking of sales by local management. In response, a Bausch &… …After the scheme was discovered, company management replaced all Hong Kong personnel that it held responsible for the fraud. There was no evidence that… …down the line to make the numbers. The Commission’s view is that senior management has to be especially vigilant where the pressure to make the numbers…

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  Case 7: Waste Management (1997)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …Accounting Fraud in U.S. Companies 55 Case 7: Waste Management (1997) The Waste Management case provides an anatomy of an accounting… …scandal that is far more than just a financial history lesson. It portrays a multiyear effort to inflate reported profits at Waste Management, Inc. (WMI)… …investments. Waste Management, Inc. was a Delaware corporation with its principal place of business in Oak Brook, Illinois. Through its subsidiaries, WMI… …services. During the early years of the 1990s, WMI began to dominate the field of waste management and trash hauling. By 1995, its sales exceeded USD 10… …Andersen’s WinSMART system, a computerized risk management classification program using data input by the engagement team, classified WMI as a “high risk… …agement’s netting of the gains and charges and the lack of disclosures. We have communicated strongly to management that this is an area of SEC exposure. We… …personal style that fit well with the Waste Management officers”. During his tenure as engagement partner for WMI, Allgyer held the title of “Partner in… …had annually presented company management with what it called “Proposed Adjusting Journal Entries” (PAJEs) to correct the misstatements. But WMI… …management consistently refused to make these adjustments. Instead, WMI secretly entered into an agree- ment with Andersen to write off the accumulated… …unsuspecting shareholders.” As the company’s reve- nues and profits were not growing fast enough to meet the predetermined earnings targets, WMI management…

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  Case 8: Sunbeam (1998)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …partner, who asked the company to change its financial statements. But the company’s management refused to make most of the requested changes, and the… …arriving at Sunbeam, Dunlap replaced almost all of top management with his own selections, who were also provided with strong financial incentives to…
• eBook-Kapitel aus dem Buch Accounting Fraud

  Case 9: Cendant/CUC (1998)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …president and COO. Commenting on the fraud, one FBI agent said: “Some people have referred to this as a case of earnings management. But this is an attempt… …appears to have been simple. People just made things up.” In another scheme, CUC’s senior management imposed moratoriums on recognizing expenses at the… …, each quarter, senior management would review the opportunities available for inflating the company’s earnings, and it would determine how many… …. Forbes and Shelton also used CUC’s inflated earnings and earnings projections to entice HFS management into the merger in late 1997. Soon after Cendant…

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  Case 12: Enron (2001)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …Enron stock (October 17). Senior management, however, sold nearly USD 1 billion worth of company shares throughout the year. - The SEC opened inquiries… …busi- ness judgment of Enron’s management in setting up these structures for the com- pany’s benefit. One of the main questions asked in the wake of… …destruction of the documents, but announced that it was suspending its records management policy, which allowed for disposal of unnecessary records… …auditors on technical accounting questions; nor was it in a position to evaluate the validity of top management representations. The audit committee did… …rewarded. (For example, from 1999 through 2001, two SPEs called “the LJM partnerships” paid Andrew Fastow more than USD 30 mil- lion in management fees –… …, Enron’s management was heavily compensated using stock option awards. But these stock compensation programs only motivated Enron’s managers to pump…

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  Case 13: WorldCom (2002)

  Prof. Dr. Klaus Henselmann, Dr. Stefan Hofmann

  …Code. 17,000 em- ployees were made redundant around the globe, whilst senior management worked out a restructuring plan. Shareholders lost some USD 3… …costs. From 1999 to 2001, they accounted for more than half of the company’s total expenses. As a result, WorldCom management and outside analysts paid… …improve results when management felt this was needed. Governance failures at WorldCom The setting in which the fraud occurred was marked by serious… …senior management was final and not be challenged. Most of WorldCom’s people did not know that the fraud was occurring. Rather, it occurred as a result of… …fraud was not confined to Ebbers, Sullivan and Myers. Others at WorldCom either knew or suspected that senior management was engaged in improper… …over- sight of management activity – closed the finance and accounting department located in the company’s Clinton, Mississippi headquarters, where…

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