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Case Solution for Team Collapse at Richard, Wood and Hulme LLP

Complete Case details are given below :

Case Name : Team Collapse at Richard, Wood and Hulme LLP

Authors : Gerard Seijts, Leah Noble

Source : Ivey Publishing

Case ID : W12631

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A senior associate at Richard, Wood and Hulme LLP (RWH) was amazed at the speed with which the audit team for an important client for the firm was rapidly falling apart. Two members had just been fired presumably because they did not pass their chartered accounting qualification examination; team morale had become non-existent; there were difficulties in completing the engagement due to lack of preparation from both the RWH and the client; there was a question about the commitment of particular individuals; and with the audit falling behind schedule, the senior associate perceived an absence of strong leadership from the partners of the firm. The senior associate did not understand why the team had been so unfocused from the start of the engagement as prior years’ engagements had been quite successful. He was not sure how to proceed. What would he tell the client? What should he do to keep this audit on track and keep the team together?

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Case Solution for Cooke & Rodak LLP

Complete Case details are given below :

Case Name : Cooke & Rodak LLP

Authors : John S. Haywood-Farmer, David Leith

Source : Ivey Publishing

Case ID : 910D14

Discipline : Operations Management

Case Length : 11 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The managing partner of Cooke & Rodak LLP was devising a recommendation to be presented to the executive committee regarding a significant change to the firm’s program for articling students. The current program had a structured rotation system, and after interviews with several current articling students it had been suggested that a move to a more entrepreneurial-based approach, thus allowing students flexibility in choosing their work, would be welcomed. Would this entrepreneurial-based approach be seen as an opportunity to find their niche, or would it be seen as too unstructured and “scare off” potential candidates? Could the firm maintain its current strong reputation among students by choosing this strategy? It was thought that eliminating the rotation system would enhance development of the firm’s students, but since no other firm had taken this approach, it was unknown how this change in strategy might affect recruiting efforts towards future candidates.

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Case Solution for Davis, Ellis & Thurn LLP

Complete Case details are given below :

Case Name : Davis, Ellis & Thurn LLP

Authors : John S. Haywood-Farmer, Megan McNevitts, Meg Vito

Source : Ivey Publishing

Case ID : W12150

Discipline : Accounting

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A senior manager at the Toronto office of accounting firm Davis, Ellis & Thurn (DE&T) reflected on last year’s Upper Canada Bank (UCB) audit and wondered how he should plan for the upcoming 2012 audit. The senior manager was responsible for overseeing the audit of UCB’s retail segment (UCBR). Specifically, he was concerned about the test-of-controls portion of the UCBR audit, since the team had faced some challenges the previous summer. For years, UCB had been a client of DE&T, but it was only in 2011 that the firm had bid on and was granted the test-of-controls portion, which had formerly been completed on behalf of DE&T by UCB’s internal auditors. Now, reflecting on the previous year’s engagement, the senior manager wondered what changes he would make with respect to budgeting, staffing, and training, and to the client relationship in order to ensure that the client was satisfied and the UCBR audit remained profitable.

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