Corporate Treasury And Cash Management 1st Edition Robert Cooper - Solutions

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If the Chief Financial Officer (CFO) came to Tree and indicated the staffing matrix (the grid used to determine how many staff are needed for a certain number of patients) would be changing, what are some things to consider related to this change?
What options are there to stave off layoffs?
How would you go about hitting a productive target in the setting of plummeting patient volumes?
What are some innovative ideas to preserve PTO, create engagement, and salvage associate satisfaction?
How would the organization measure the success of the integration of a new reporting system and just culture?
What is the roll out strategy for the reporting system in conjunction with the speak up safely/just culture plan?
What key technical components of the reporting system are essential to address the concerns of end users such as fear of reporting, lack of access, lack of feedback, etc.? For example, is the technology accessed on the desktop or from a link in the electronic medical record for ease of use, is
When contemplating the integration of the reporting system, what is the structure of oversight, and what internal committees are necessary to ensure successful implementation of the system?
What type of leadership style do you think is best to address the issues and provide the training?
Why do you think staff feel uncomfortable speaking up, especially between job classes?
What does this case suggest about the culture in the hospital?
Janice wants to delve into understanding the feelings and opinions of staff before creating an action plan. To do this, she decides to do focus groups. Who should be invited to participate in the focus groups and why?
What steps would you take as the DQ and ADCM next year when grant and state requirements are updated for health outcomes?
Do you think that the correct team was assembled for this project? Would you have made any changes to the team composition? Provide your rationale for your response.
Do you think the DQ and ADCM would have been successful with their improvement project without mentoring by the DPI?
Clinical leader/representative4.How would you have worked on any changes to the design after the event?
How would you define the roles of the following leaders/groups involved with this project?a. Associate Chief Operating Officerb. Architect Firmc. Construction Firm/Project Managerd. Lean Facilitator
From this case study, did the facilitation team follow the 3 Ps of a 3P project? Explain your rationale for this answer.
What opportunities and challenges do you see with bringing in another group (i.e., Lean Facilitators) to lead design of a new clinic?
What do Roberta and Fred do if Chris holds firm in his instructions, as this likely violates their standards of integrity?Does Roberta have any special responsibility toward Fred, as she is his leader?
Consider the ethical implications. Essentially lying by making up the IDP is not only ethically questionable, but also extremely questionable that an upper level leader directs his subordinates to do so.
Consider the legal implications. Allison may sue the organization if they do not give her the rating she desires. But could the hospital get sued if other employees found out that management applies standards unevenly?
Chris, the hospital’s leader, not only directs subordinates to do something ethically questionable but he keeps his own hands clean in doing so. How would a true leader, a servant leader worthy of respect, handle this situation? Does this situation demonstrate the difference between a
The options seem binary: give Allison what she wants, make up the IDP, and protect the organization, or hold firm and subject the managers and the hospital to a lawsuit. It’s your turn to think outside the box: come up with two to three creative and ethical, legal, and effective solutions.
Leadership is not just about leading down—it is also about leading up. Consider how Roberta can serve as an effective leader not just to Fred but to Chris as well.
Think about issues of equity. Even though it seems like no one would know, the truth has a way of coming out. What would happen if other employees discovered that management held them accountable to standards then let Allison off because she complained?
What conditions in an organization might warrant a person to have an authoritarian leadership style? How about a democratic leadership style?
Are the changes taking place extreme or are they necessary to stabilize the medical center? What measures can be used to determine this?
Should the BOD do anything to intervene?
What can be done to ensure patients are not affected by the changes that are happening?
How does Mo, as the newly appointed department manager, become motivated to work effectively under these conditions?How does he motivate his employees when these significant changes are occurring?
Does the President of the Board of Directors have any role and responsibility in this case?
Are there cultural issues represented in this case? Why or why not?
What leadership skills would be beneficial in this situation?
How would you create organizational change in this fire department?
What are two organizational issues or behavioral problems this case represents?
If you were Rachel, how would you respond to the intervention?
What is happening in this situation?
If you were Monica, what might you have done differently?
If you were a manager at DSC, what would be your response to Monica’s specific concerns?
What do you consider minimally necessary responses and work adjustments for management given the significant issues presented by the pandemic?
What are some of the approaches that leadership should take to help workers deal with pandemic concerns?
What protections should management put in place for front-line workers who have family health concerns?
Does it matter that mobile mammography units can be modified with the lead shielding and other equipment necessary to safely deliver radiation treatment to cancer patients?
Is there any value to exploring relationships with retail pharmacies not affiliated with the hospital system?
How would you ensure safe use of emergency facilities?
How would you make the best use of staffing resources?
How would you modify the way hospital system assets are utilized?
Provide your reflections and personal opinions as well as your recommendations for addressing this problem.
Provide three possible solutions to the problem you identified.
What are three factors contributing to this problem?
Identify the main organizational problem in this case.
What is going on in this case?
How could this situation have been managed to have a better outcome for the Director and staff?1.Have you identified the actual problem, a wasting of supplies?2.What processes can you help implement so the leadership team hears the voice of the nurses?3.What techniques can be utilized to problem
What factors helped contribute to the Director’s decisions?
Did the Director’s disclosure to the staff violate confidentiality?
What are the pros and cons of disclosing layoffs to staff in advance?
Is there a possibility of contravention of any thin capitalization rules?
Will stamp duty apply to any intercompany loans?
Is interest calculated on an ‘arms length’? Will interest payable on intercompany loans be tax deductible?
Will withholding tax apply on any intercompany loans? Is it recoverable?
What is the taxation of any surplus in the SPV at the end of the transaction, both in the SPV and when received by the originator?
What is the tax status of the SPV and where should it be established?
How are legal and set up costs treated? Are they tax deductible in the originator or the SPV?
Does stamp duty apply to any asset sales or to any aspect of the transaction?
Will assets be sold at a premium or discount to current book or tax value? What are the implications for any sale in terms of taxation on any capital gains?
If a special transaction is being considered, what are the consequences of any asset sales to another company?
Are there any value added tax implications?
Are legal, printing and other costs incurred in fund raising tax deductible?
Is tax relief available for the upfront costs of the lead manager in the case of a bond issue and arranger in the case of debt finance?
What reports will we need from the outsource agent, how often and in what detail and so on?
What is the level of insurance cover for errors, fraud and the like?
What procedures are in place to ensure adequate and effective auditing?
An effective suite of bank mandates must be in place.
A comprehensive policy, including authority and limits, must be agreed.
The agent manager should have an effective front, middle and backoffice structure. There should be adequate internal controls.
The agent manager should not have access to client funds or financial assets.
What treasury systems does the agent use? Is there long-term commitment by the software company to maintain the system, and what kind of global support system is there?
How can we ensure that the outsource agent will be in business in the long term? What is its client list? What backup procedures can we implement should it go out of business?
How can we ensure that data transmitted to and maintained by the agent manager on his/her database is secure?
How do we ensure that the agent manager’s control and security framework is adequate?
How do we avoid any conflicts of interest, to make certain that the agent manager is working for us and not acting in his own interest?
How do we ensure that the proposed agent manager has the competence to deliver the people, the expertise, systems, communications and management?
Will the company have access to more professional expertise?
Will the company avoid the necessity of maintaining existing treasury management systems? This should bring us more flexibility since the agent manager has responsibility for managing resources.
Will internal controls be improved? If so, how?
What are the financial benefits of outsourcing likely to be?
What are the authority levels for payments? All large payments should need the authority of senior people.
What control is there over passwords? All systems should have passwords and personal computers should be locked if unattended.
Who is the systems administrator? Is that person independent of those authorized to input verification and authorization?
Are machines for payment subject to restricted access? Ideally they should be in a separate room with access restricted to authorized individuals.Users should log out of systems when they leave their desks.
Who reconciles the bank accounts? This should be undertaken by a function outside the treasury. Bank reconciliations should be produced daily for all treasury accounts and discrepancies investigated immediately.
How are cash books written up and by whom? (Cash books should be maintained outside the treasury department.)
Are pre-formatted input screens used for regular payments? Is the level of non-regular payments limited?
Are different people responsible for input, verification and authorization of payments into the electronic banking systems? It is important to ensure that no one person can make payments without proper supervision and checks.
Are requests reviewed by the treasury to ensure they are properly authorized?
How does the treasury receive requests for payment? Payment requests should be written and appropriately authorized.
Are all electronic payments made by the treasury? If subsidiaries use electronic banking systems how is their use controlled?
Are procedures within the department such as cash management recorded, to ensure that absences, holidays and resignations can be handled efficiently?
What insurance policies covering the treasury function are in place?Do they cover losses from fraud and error by treasury staff?

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Corporate Treasury And Cash Management 1st Edition Robert Cooper - Solutions

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