Mr Moss

In: Business and Management

Submitted By mossgrills
Words 578
Pages 3
Journal Report

Subject: Crisis in Recession for Small Business

Companies reeling from stalled sales and tightened credit face formidable threats: The reason.
This article talks about how a company had to shut its company down after the great recession, which there revenue from homeowners dropped by more than half in 2009. Owner Drew Davies shut the East Greenwich (R.I.) company after 26 years, because he was unable to pay bills. M&J was a casualty of a cash-flow crisis precipitated by his bank and trading partners who, Davies says, abandoned payment agreements that had been in place for decades.
The article illistrates that some companies get squeezed the hardest with least barganing powers longer some smaller businesses face what some say has become a permanent legacy of the recession: The slowdown of currency, of money, the exchange, put us in a very precarious position," says Davies, 50.
The article talked about how Mr Davis company was effected due to the average time companies took to collect accounts receivable increased to about 27 days in 2010 from about 23 days. They talked about how how a company Sageworks a software maker, which collects and analyzes financial statements from thousands of private companies. The average payment times jumped to about 24 days, up from 20 or 21. They also mentioned how larger companies corporation even take longer to collect. In addition they mentioned that some companies can take up to 59 days on average in the most recent quarter and collected payments in 46 days, according to data compiled by Bloomberg.
Most companies failed behind on terms they agreed on from data from the credit burean showed that in December, 14.3 percent of dollars owed were delinquent, vs. 12.5 percent at the start of 2010. The average time late payers took increased as well, to 6.5 days in December…...

Similar Documents

Moss & Mcadams

...RUNNING HEAD: MOSS AND MCADAMS Assignment #1: Moss and McAdams Accounting Firm Strayer University Dr. Lucinda Blue Bus 517 October 23, 2011 Explain how you would respond if you were Palmer at the end of the case Bruce Palmer was a good guy looking to make a difference. He was lead to believe that Zeke Olds was going to be available to him throughout the project and that was not the case. He was led astray and betrayed by Ken Crosby, a new guy to M&M. Crosby knew if he made the case to Sands early, that he would get his way. The client was one that M&M was competing to get with two other big 5 accounting firms and since Crosby came from a Big 5 accounting firm, M&M was going to give him whatever he needed to complete the project. Crosby was recruited specifically to manage special projects and this qualified as such. Even though Olds was already slated to work on the Johnsonville audit, Sands was persuaded by Crosby to let Olds work on his team due to the expertise that was essential to the Springfield project. If I was Palmer I would have talked to management about how the process is being handled and offer up a suggestion so that no other project manager would be misled by another. Palmer should have stood firm with Crosby from the beginning and maybe there would not have been a major issue along the way. He waited too long to talk with Sands and it proved that Palmers passive way was his demise in dealing with Crosby and ultimately lost him Olds on......

Words: 1211 - Pages: 5

Mr.

...Reliance Commercial Corporation with a capital of Rs.15,000.00. The primary business of Reliance Commercial Corporation was to import polyester yarn and export spices. The business was setup in partnership with Champaklal Damani, his second cousin, who used to be with him in Aden, Yemen. The first office of the Reliance Commercial Corporation was set up at the Narsinatha Street in Masjid Bunder. It was 350 sq ft. room with a telephone, one table and three chairs. Initially, they had two assistants to help them with their business. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. It is believed that both had different temperaments and a different take on how to conduct business. While Mr. Damani was a cautious trader and did not believe in building yarn inventories, Dhirubhai was a known risk taker and he considered that building inventories, anticipating a price rise, and making profits. [3]. In 1968, he moved to an upmarket apartment at Altamount Road in South Mumbai. Ambani's net worth was estimated at about Rs.10 lakh by late 1970s. Asia Times quotes[4]: "His people skills were legendary. A former secretary reveals: "He was very helpful. He followed an 'open-door' policy. Employees could walk into his cabin and discuss their problems with him." The chairman had a special way of dealing with different groups of people, be they employees, shareholders, journalists or government officials. Ambani's competitors......

Words: 1791 - Pages: 8

Moss Grafitti

...How to grow your own Moss Graffiti http://www.permaculture.co.uk/readers-solutions/how-grow-your-own-moss-graffiti Rozie Apps | Friday, 26th April 2013 Art and creativity can be used in powerful ways. They can cause happiness and sadness, anger and joy. But best of all they can unite communities and rejuvenate old or forgotten areas of cities and towns. Graffiti tends to have a negative impact on communities. Many people do not see it as art, but vandalism to their towns, cities and society. It can cost councils a huge amount of money to remove graffiti and this money could be much better spent. A new style of graffiti has been spreading through the cities of the world, turning brown, white or dull brick walls into greener, brighter and more beautiful spaces for people to see. It is called Moss Graffiti. Also known as Eco-Graffiti or Green-Graffiti, it can be seen as a new style of guerrilla gardening. Instead of using harmful toxic chemicals to make art, moss can be used to make beautiful and harmless pieces of art. It is ecologically sound and can be easily removed by spraying lime juice on the design, which kills the moss spores. A moss zebra If you have a wall at home you'd like to brighten up, or permission from the council to rejuvenate an area in your community, follow this recipe to create some green art. You will need: 1 or 2 clumps (small handful) of moss 2 cups of buttermilk, or you can use yogurt (even vegan yogurt) 2 cups of water Half a......

Words: 1430 - Pages: 6

Moss & Mcadams

...PROJECT MANAGEMENT CASE STUDY FOR MBA (1 & ½ YEAR) Note: To be submitted in the form of Individual Assignment CASE ON MOSS AND MCADAMS ACCOUNTING FIRM Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. His first assignment was to lead an audit of Johnsonville Trucks. He was quite pleased with the five accountants who had been assigned to his team, especially Zeke Olds. Olds was an Army vet who returned to school to get a double major in accounting and computer sciences. He was on top of the latest developments in financial information systems and had a reputation for coming up with innovative solutions to problems. M&M was a well-established regional accounting firm with 160 employees located across six offices in Minnesota and Wisconsin. The main office, where Palmer worked, was in Green Bay, Wisconsin. In fact, one of the founding members, Seth Moss, played briefly for the hometown NFL Packers during the late 1950s. M&M’s primary services were corporate audits and tax preparation. Over the last two years the partners decided to move more aggressively into the consulting business. M&M projected that consulting would represent 40 percent of their growth over the next five years. M&M operated within a matrix structure. As new clients were recruited, a manager was assigned to the account. A manager might be assigned to several accounts, depending on the size and scope of the work. This was especially true in the case......

Words: 1556 - Pages: 7

Case Moss and Mcadams Accounting Firm

...Case Moss and McAdams Accounting Firm Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. His first assignment was to lead an audit of Johnsonville Trucks. He was quite pleased with the five accountants who had been assigned to his team, especially Zeke Olds. Olds was an Army vet who returned to school to get a double major in accounting and computer sciences. He was on top of the latest developments in financial information systems and had a reputation for coming up with innovative solutions to problems. M&M was a well-established regional accounting firm with 160 employees located across six offices in Minnesota and Wisconsin. The main office, where Palmer worked, was in Green Bay, Wisconsin. In fact, one of the founding members, Seth Moss, played briefly for the hometown NFL Packers during the late 1950s. M&M's primary services were corporate audits and tax preparation. Over the last two years the partners decided to move more aggressively into the consulting business. M&M projected that consulting would represent 40 percent of their growth over the next five years. M&M operated within a matrix structure. As new clients were recruited, a manager was assigned to the account. A manager might be assigned to several accounts, depending on the size and scope of the work. This was especially true in the case of tax preparation projects, where it was not uncommon for a manager to be assigned to 8 to 12......

Words: 1548 - Pages: 7

Algae and Moss Control

...Algae and Moss Control in Turf Agronomy Information Leaflet Art Bruneau, Extension Turfgrass Specialist Bill Lewis, Extension Weed Control Specialist Published by The North Carolina Cooperative Service Publication Number: TM-20 Last Electronic Revision: September, 1995 (MPR) Infestations of algae and moss in the turf are associated with unfavorable conditions for growing healthy, dense turf. Algae are unicellular or multicellular threadlike green plants that form a thin dense green scum over the soil surface. This scum forms a tough black crust when dry which acts as a barrier impeding the entrance of water and nutrients into the soil. Algae are competitive in compacted, waterlogged soils and during warm, sunny, humid conditions. Mosses are green plants with leaves arising from all sides of a central axis. Mosses may grow erect or prostrate. They typically form a thick green mat at the soil surface. Conditions favoring the growth of mosses include low fertility, poorly drained soils, high soil acidity, excessively wet soils, soil compaction, excessive thatch or a combination of these factors that add up to thin or weak turf. Mosses are very competitive in cool, moist, shaded locations, such as the north side of buildings and wooded areas. Physical or chemical removal of these pests will only be temporary unless growing conditions are improved. In some areas you may choose to use a mulch cover (pine straw, bark, etc.) or plant a shade-tolerant ground cover instead of......

Words: 552 - Pages: 3

Moss and Maccadams

...Case Moss and McAdams Accounting Firm Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. His first assignment was to lead an audit of Johnsonville Trucks. He was quite pleased with the five accountants who had been assigned to his team, especially Zeke Olds. Olds was an Army vet who returned to school to get a double major in accounting and computer sciences. He was on top of the latest developments in financial information systems and had a reputation for coming up with innovative solutions to problems. M&M was a well-established regional accounting firm with 160 employees located across six offices in Minnesota and Wisconsin. The main office, where Palmer worked, was in Green Bay, Wisconsin. In fact, one of the founding members, Seth Moss, played briefly for the hometown NFL Packers during the late 1950s. M&M's primary services were corporate audits and tax preparation. Over the last two years the partners decided to move more aggressively into the consulting business. M&M projected that consulting would represent 40 percent of their growth over the next five years. M&M operated within a matrix structure. As new clients were recruited, a manager was assigned to the account. A manager might be assigned to several accounts, depending on the size and scope of the work. This was especially true in the case of tax preparation projects, where it was not uncommon for a manager to be assigned to 8 to 12 clients. Likewise,......

Words: 1531 - Pages: 7

Moss and Mcadams Accounting Firm

...Case Study: Moss and McAdams Accounting Firm The Moss and McAdams Accounting Firm case study, on pages 92-94(Attached below pages 92-94) of the text, is a case of organizational structure and culture clash that has created problems in the organization and for a new project manager. Answer the questions at the end of the case, being as specific as possible. Use the facts of the case to support your answers. When you answer these questions, think about the roles of each of the players: Sands, Palmer, Olds, and Crosby. How did each of them contribute to this situation? Remember: Start with an unbiased analysis. As with the "Rachel" case, please start with the facts before you do your analysis. We can always choose sides later! Case Moss and McAdams Accounting Firm Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. His first assignment was to lead an audit of Johnsonville Trucks. He was quite pleased with the five accountants who had been assigned to his team, especially Zeke Olds. Olds was an Army vet who returned to school to get a double major in accounting and computer sciences. He was on top of the latest developments in financial information systems and had a reputation for coming up with innovative solutions to problems. M&M was a well-established regional accounting firm with 160 employees located across six offices in Minnesota and Wisconsin. The main office, where Palmer worked, was in Green Bay, Wisconsin....

Words: 1090 - Pages: 5

Moss and Mcadams

...promote them to account manager. Finally, after 10 to 12 years with the firm, the manager was considered for promotion to partner. This was a very competitive position. During the last five years, only 20 percent of account managers at M&M had been promoted to partner. However, once a partner, they were virtually guaranteed the position for life and enjoyed significant increases in salary, benefits, and prestige. M&M had a reputation for being a results-driven organization; partner promotions were based on meeting deadlines, retaining clients, and generating revenue. The promotion team based its decision on the relative performance of the account manager in comparison to his or her cohorts.   The Players Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. Considering the backdrop of M&M's promotion system, It's reasonable to assume that Bruce is good at what he does. Which is why he has been able to grow in the organization. However, this is his first managerial experience so he has a lot of learning to do regarding management Ken Crosby, recently joined M&M after working nine years for a Big 5 accounting firm. Crosby was recruited to manage special consulting projects. Considering his background, he has more exposure and experience than Bruce. This is not his first managerial experience Since the partners have decided to move aggressively into consulting, his project has more strategic......

Words: 966 - Pages: 4

“Moss and Mcadams Accounting Firm”

...Explain how you would respond if you were Palmer at the end of the case. It is obvious that everyone involved could have handled things differently in order to maximize time and resources while maintaining a healthy and product work environment for all involved. From the beginning it was evident that Olds skills were definitely in demand. It’s not question that due to his background, Olds talent was quite possibly the best that the Moss and McAdams Accounting Firm had. Because his expertise was so in demand, when met with an organizational structure that had an obvious weak matrix structure, it caused hardship. A weak matrix closely resembles the functional approach, which among other things gives functional managers responsibility over the project manager (Gray & Larson, 2009). In this case Ruby Sands had the role of functional manager and therefore ultimately made a decision that affected Palmer’s account. From the onset of the situation, Palmer should have voiced his concerns regarding spreading his project members to think across other accounts. Due to the weak matrix environment, it may not have mattered. As soon as Palmer recognized the problems he should have addressed the issue. At the end of the case, Palmer should accept that the decision made by management was the best decision for all parties involved. Valuable employees leave projects all the time for one reason or another. The only reasonable thing to do is find a suitable replacement and continue on......

Words: 1095 - Pages: 5

Moss and Mcadams Accounting Firm

...Moss and McAdams Accounting Firm Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. His first assignment was to lead an audit of Johnsonville Trucks. He was quite pleased with the five accountants who had been assigned to his team, especially Zeke Olds. Olds was an Army vet who returned to school to get a double major in accounting and computer sciences. He was on top of the latest developments in financial information systems and had a reputation for coming up with innovative solutions to problems. M&M was a well-established regional accounting firm with 160 employees located across six offices in Minnesota and Wisconsin. The main office, where Palmer worked, was in Green Bay, Wisconsin. In fact, one of the founding members, Seth Moss, played briefly for the hometown NFL Packers during the late 1950s. M&M’s primary services were corporate audits and tax preparation. Over the last two years the partners decided to move more aggressively into the consulting business. M&M projected that consulting would represent 40 percent of their growth over the next five years. M&M operated within a matrix structure. As new clients were recruited, a manager was assigned to the account. A manager might be assigned to several accounts, depending on the size and scope of the work. This was especially true in the case of tax preparation projects, where it was not uncommon for a manager to be assigned to 8 to 12 clients. Likewise,......

Words: 1069 - Pages: 5

Moss and Mcadams

...1. Explain how you would respond if you were Palmer at the end of the case. Moss and McAdams (M&M) operated within a matrix structure in which personnel and resources were shared across multiple projects and operations. The matrix approach is a hybrid organizational form that combines elements of both the functional and project team forms in an attempt to realize the advantages of both (Gray and Larson, 2008). In this case the firm, the employee Olds was spread across two projects with different aspects of outcome, potentially creating issues in Olds concentrating and being equally productive of both projects. As this was Palmer’s first project after being promoted he wanted the best on his project to make an impression. Having Olds on his team was a major plus. When the new Project Manager, Crosby, approached Palmer about utilizing Olds for his project he was skeptical about allowing Olds to work with Crosby as he knew there may be conflict. However, Palmer decided to be a team player and allow Olds to work with Crosby on his project. After the discussion with Sands, Palmer should have expressed his reluctance to allow Olds to work with Crosby as his project was suffering from the lack of participation from Olds due to the time restraints shared on Crosby’s project. He should have also expressed how Crosby could have been more considerate in his time share of Olds so that both projects were successful, after all as Crosby so adamantly expressed when he petitioned for......

Words: 881 - Pages: 4

Moss and Mcadams Accounting Firm

...Moss and McAdams Accounting Firm Tyrone Adaway BUS 517 Project Management Dr. Flores April 20, 2012 1. Explain how you would respond if you were Bruce at the end of the case. I would be furious beyond belief; I would feel very disrespected and unappreciated by the company at the end of this case. To be forced to work with a subpar team member for several months who had shown poor performance and cause my project to run behind, only to then be told that not only were they going to remove him from my project and leave me shorthanded it was him who got to make the decision. My response to Sands would be one that expressed my concern for the image that may be presented by allowing this to be the way that business is conducted. Since it is standard practice to have junior associates assigned to more than one project as at a time, by allowing him to choose the project that he’s “more interested” in may lead to other jr. associates to put forth less than stellar work in the projects that they are not interested in doing in the hopes that they will be able to not do that work. Also I would advise them that while Springfield account is important the Johnsonville account is equal as important and we are sending the wrong message to the client that we do not value their business as much since we are taking people off their account to put them on other accounts. Thirdly I would remind her that he was initially assigned to work on the Johnsonville account and that his......

Words: 1320 - Pages: 6

Moss and Mcadams Accounting Firm

...“Moss and Mcadams Accounting Firm” Explain how you would respond if you were Palmer at the end of the case. It is obvious that everyone involved could have handled things differently in order to maximize time and resources while maintaining a healthy and product work environment for all involved. From the beginning it was evident that Olds skills were definitely in demand. It’s not question that due to his background, Olds talent was quite possibly the best that the Moss and McAdams Accounting Firm had. Because his expertise was so in demand, when met with an organizational structure that had an obvious weak matrix structure, it caused hardship. A weak matrix closely resembles the functional approach, which among other things gives functional managers responsibility over the project manager (Gray & Larson, 2009). In this case Ruby Sands had the role of functional manager and therefore ultimately made a decision that affected Palmer’s account. From the onset of the situation, Palmer should have voiced his concerns regarding spreading his project members to think across other accounts. Due to the weak matrix environment, it may not have mattered. As soon as Palmer recognized the problems he should have addressed the issue. At the end of the case, Palmer should accept that the decision made by management was the best decision for all parties involved. Valuable employees leave projects all the time for one reason or another. The only reasonable thing to......

Words: 317 - Pages: 2

Moss and Mcadams Accounting Firm

...in order to complete projects on both ends. In addition, the parties involved could have handled things differently in order to maximize time and resources while maintaining a healthy and productive work environment. At the end of the case I believe that Palmer felt as if he was cheated because he did not receive the full potential of Olds. However, this issue could have been avoided with the project screening process, which should have been assessed when Sands was delegating team members based on their credentials and responsibilities (Gray, 2008). Based on Olds credentials it was evident that his skills were definitely in demand for those particular projects. In fact, it was obvious that his talent was quite possibly the best that the Moss and McAdams Accounting Firm had. In this case Ruby Sands had the role of functional manager and therefore ultimately made a decision that affected Palmer’s account. Initially her job encompassed the responsibility of the project manager which is to balance the project type, risk and resource demand, if expertise individuals were to be used (Hobbs, 1993). Once Palmer was presented with the issue of sharing, he should have addressed the issue and requested that Sands find him another individual with credential similar to Olds. As Palmer, I would have been dismayed by the decision of management; however, I would have accepted the decision and understood that valuable employees leave projects for varies reasons. In result of this......

Words: 1648 - Pages: 7