Tag Archives: Congress

Case Study about SOLICITORS group

The SOLICITORS group is the UK’s largest collection of law firms and organisers of the profession’s leading exhibitions and training congress. The events provide excellent value CPD training and a unique opportunity to research the latest products and services available to the legal profession. The Challenge: Sending 100,000s of items of direct mail to law firms every quarter, much of which is time critical, the SOLICITORS group required a delivery service that could cope with such high volumes both efficiently and reliably. Click here to read more…

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How Benefits Shapes your Talent Management

Employees pay no premiums for medical, dental, or vision coverage. They also get tuition reimbursement (including time off to study full time), free housing, and about a third of their paycheck is tax free. No 401k match, but a fairly generous pension. And, best of all, there is steady promotion, and it takes an act of Congress to get fired! Click here to read more…

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Case Study on National Environmental Education & Training Foundation

The National Environmental Education & Training Foundation (NEETF), chartered by the U.S. Congress in 1990, focuses on environmental learning as a solution to critical national challenges in health care, education, business and natural resources management. In its mission to support environmental education, NEETF initiates programs and public and private partnerships that will result in an environmentally knowledgeable public, environmentally competent professionals, and environmentally capable leaders and policy makers. Click here to read more…

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Case Study on Strategic Planning at the U.S. General Accounting Office

Study about Strategic Planning at the U.S. General Accounting Office

Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effortóinvolving staff at all levels and a wide spectrum of stakeholders. The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.

With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which ìstarted and ended with Congress.î Challenges emerged throughout the process, providing learning experiences that are relevant to organizations involved in strategic planning. The intent of this case study is to capture lessons learned, provide insight on GAO’s strategic planning experience, and offer recommendations to guide future strategic planning efforts at GAO. Keep reading…

A Case Study on Strategic Planning at the U.S. General Accounting Office

A Case Study about Strategic Planning at the U.S. General Accounting Office

Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effortóinvolving staff at all levels and a wide spectrum of stakeholders. The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.

With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which ìstarted and ended with Congress.î Challenges emerged throughout the process, providing learning experiences that are relevant to organizations involved in strategic planning. The intent of this case study is to capture lessons learned, provide insight on GAO’s strategic planning experience, and offer recommendations to guide future strategic planning efforts at GAO. Keep reading…

A Case Studies for Functional Limitations of Vocational Rehabilitation (VR) Consumers

A Case Studies about Functional Limitations of Vocational Rehabilitation (VR) Consumers

Introduction: In the more than 30 years since the enactment of the Rehabilitation Act of 1973, Congress has consistently emphasized targeting VR services to persons whose disabilities are significant. This pattern culminated in the requirement of the Rehabilitation Amendments of 1992, which mandated that Designated State Units (DSUs) target services to the individuals whose disabilities are “most significant,” and charged each of the 83 DSUs responsible for implementing the VR service program with defining “most significant” within its jurisdiction.

 

Three years after this statutory change, the distribution of VR consumers in terms of severity of disability reflected the new requirement, with over one-quarter of consumers classified as having a “most significant disability,” about half classified as “significantly disabled” and less than 20 percent determined to be “nonsignificantly disabled”. Keep reading…

Case Study on Strategic Planning at the U.S. General Accounting

Case Study about Strategic Planning at the U.S. General Accounting

Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effort involving staff at all levels and a wide spectrum of stakeholders.





The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.

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Case Studies of Management Accounting

Acknowledgments: The authors are grateful for the valuable comments and suggestions of João Ribeiro, Aldónio Ferreira, the two anonymous reviewers and the Editor on earlier versions of the paper. Likewise the authors would like to thank all the interviewees in Alpha, particularly the PMCD manager. Moreover, the paper has benefited from the feedback received at the European Accounting Congress 2006 (Dublin), the European Accounting Congress 2007 (Lisbon) and the European Accounting Congress 2008 (Rotterdam).



Abstract: This paper presents a longitudinal case study of management accounting (MA) change in a Portuguese service company operating within the information technology (IT) business which has implemented the Balanced Scorecard (BSC). BSC implementation turned out to be problematic. It took too long and faced several difficulties and obstacles. Drawing upon Kasurinen’s (2002) revised model of accounting change, the factors that created a potential for change (motivators, facilitators and catalysts) and the events that seek to explain how the process of change evolved (momentum and leadership) are identified. for more info case studies of management accounting

A Case Study in Fundamental Analysis: AIG

There are a lot of eyes on AIG’s CEO, Edward Liddy, today as he testifies in Washington before Congress. AIG has fallen over 98% since late 2007 and although Liddy has not been at the helm since then, there are many questions investors and government officials have asked as to what was known when. From an investor standpoint, it is a case study in understanding a company’s financials. Click here to read more…

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A Case Study in Strategic Planning at the U.S. General Accounting Office

In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effortóinvolving staff at all levels and a wide spectrum of stakeholders.






The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which ìstarted and ended with Congress. Click here to read more…



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