Charles H. Keating :: essays research papers

Charles H. Keating Jr. has been the focus of criminal investigations by the Federal Bureau of Investigation, the Internal Revenue Service, the Justice Department, The Securities and Exchange Commission, and the House Banking Committee for a six-year shadow of the nation’s biggest savings-and loan debacle. The federal government proclaims that he fraudulently managed California’s Lincoln Savings into its closure, and in the process profited for himself and his family an estimated thirty-four million dollars. Consequently, taxpayers may suffer a loss of two billion dollars. The federal government is suing Keating, his family and associates for one billion dollars. Despite Keating’s denial to the charges, evidence proves that his misconduct began since the early 1980s. Shockingly, Charles Keating worked for an extended amount of time without being investigated or caught. Keating did not have a very credible background, which should have led to some suspicion. About a decade ago, many incidents should have foreshadowed Keating’s malicious intentions. At that point Keating was under the leadership of Carl Lindner at American Financial Corp., a city conglomerate with interests in insurance and banking. In 1979 SEC, better known as the Security & Exchange Commission, cited Keating and other officials of the American Exchange Commission for failure to reveal particular loan transactions with their employer. Keating, a national championship swimmer, attended the University of Cincinnati on an athletic scholarship and continued in law school. Along with help from his brother, Charles Keating founded the prominent Cincinnati law firm of Keating, Muething and Klekamp. In 1972 Keating abandoned the profession of law, turning to work for the publicity-shy multimillionaire Carl Linder. Lindner served as a guide and mentor in the life of Mr. Keating. Many similarities can be traced between the business style of these two men; preeminently they both built their empires on savings and loans.1 Charles Keating exceeded Mr. Lindner’s expectations, which persuaded Mr. Lindner to extend an offer to the forty-eight year-old lawyer a position with American Financial in 1972 as the executive vice-president. Under Lindner’s supervision at American Financial in the mid-1970’s, Keating found a resourceful strategy to raise money from the public without the interference of the Wall Street underwriters. The success of this strategy resulted from sharp decline in profits that Lindner’s company was experiencing. Keating’s success revolved around him raising fifty million dollars for American Financial from the public without using an underwriting syndicate.

Tanglewood Case Two

Tanglewood Case 2 Strategic Staffing (HR 594) Summer Session B [email  protected] com TANGLEWOOD CASE TWO ATT: Daryl Perrone After analyzing the data and performing an environmental scan it is clear that the demographics of Spokane, Washington will present you will problems filling vacancies based on the Equal Employment Opportunity requirements. Spokane is the second largest city in Washington and according to my research 84% of these people are white. The next largest minority group, Hispanic, is only at 5% and the third largest group is mixed races which is just 3. 8%.As you can see Tacoma, Washington is not very diverse and finding the enough competent employees from minority groups may be difficult given the fact that there are not that many to begin with. According to the Census Bureau, Tacoma’s percentages of non-white employment in both the fields of retail salespersons and first line supervisors for retail are low in comparison with the available workforce. This tel ls me that it is not just Tanglewood that is failing to hire minorities; the whole city of Tacoma needs to do a better job of increasing their minority incumbency percentages.Incumbency is a term used to describe that a position is being held and is often used by the human resource department to determine where and how demographic shifts are needed. Although your minority incumbency percent is well above the required 80% for department managers finding more minorities for positions with higher volumes of vacancy is going to be a huge problem. Your store associate minority incumbency percent is only at 65. 8% and in order to meet the requirements you need to do a better job of recruiting minorities to fill these positions. The percent of minority incumbency for shift leaders is also too low.As far as female incumbency percentages are concerned, the department manager position needs to be improved more than anything. It is quite clear that Tanglewood needs to hire more females for man agerial positions and more minorities for entry level positions. According to my gap analysis, next year you are going to be extremely short of store associates and filling these positions according to the EEO will be a difficult task. Tell your managers that they need to get busy and prepare to hire 3,995 people for store associate level positions. You will also need to hire quite a few department managers; a total of 156.As far as shift leaders are concerned, only 90 people are needed for this position. There will be staff overloads for both assistant store managers and store managers. This means that perhaps some people will need to be let go and when doing so I recommend that you keep in mind the low incumbency percentage for females in the manager positions. Also remember that more minorities are needed for both store associates and shift leaders. In order to balance out your employment structure more, I have come up with a simple statement of action for hiring for Washington n ext year.The most important thing seems to be solving your problem of maintaining store associates. This year, 41% of your store associates left your company and in order to decrease this percentage you need to make sure that the employees are being taken care of properly. Some methods to retain more employees are by giving them more opportunities for advancement within the company, increasing their benefits package, proving higher wages, etc. Too many people at the entry level are giving up and this improving your ability to retain employees will prove to be beneficial to the company.Another major plan of action is to fill in more of the entry level positions with minorities. Your incumbency percentage for this category is really low and if you don’t fix this problem you are going to be facing a load of issues with the EEO. Unlike your problem with promoting women to management positions, your problem with providing low entry jobs for minorities is one that will require rest ructuring and time. Although there are not a lot of minorities in the area to fill these positions it is your company’s duty to do a better job of recruiting minorities.This means that you will need to change your recruitment practices and perhaps extend beyond Tacoma to find talent. Realistically I don’t see Tanglewood meeting the demands for minority incumbency for the store associate position in a single year. Hiring internally gives the current employees more hope and will improve the problem you are facing with keeping your employees loyal to the company. Although focusing primarily on internal promotions decreases the chance of finding a stellar employee, it will solve a lot of the current problems your company is facing. I recommend that you promote current females and minorities internally.This will keep more low entry level employees motivated to stay and also improve your problems with incumbency percentages as well. Wood himself mentioned in a recent intervi ew with Business Monthly that, â€Å"Tanglewood really needs to slow down and take a hard look at our corporate culture†. He goes on by saying, â€Å"Right now, we need to consolidate and make sure we’re as close to the company’s original mission as we can be†. Taking this quote into consideration it is clear that the recent expansion increases have destroyed the relationship between the low level employees and Tanglewood.This does not merely apply to the Washington stores, but to rather the entire store as a whole. People are running in and out of this company and the only way to stop the large percentage of people quitting is by doing a better job of taking care of their needs. On a personal and professional level employees, especially at the low entry level, need to be Tanglewood’s top priority. Table 1. 1 Markov Analysis Information Transition probability matrix| Current year| | (1)| (2)| (3)| (4)| (5)| Exit| Previous year| (1) Store associate| 0. 53| 0. 06| 0. 00| 0. 00| 0. 00| 0. 41| | (2) Shift leader| 0. 00| 0. 50| 0. 16| 0. 00| 0. 00| 0. 4| | (3) Department manager| 0. 00| 0. 00| 0. 58| 0. 12| 0. 00| 0. 30| | (4) Assistant store manager| 0. 00| 0. 00| 0. 06| 0. 46| 0. 08| 0. 40| | (5) Store manager| 0. 00| 0. 00| 0. 00| 0. 00| 0. 66| 0. 34| | | Forecast of availabilities| Next year (projected)| | (1)| (2)| (3)| (4)| (5)| Exit| | | Current Workforce| | | | | | | Previous year| (1) Store associate| 8,500| 4505| 510| 0| 0| 0| 3485| | (2) Shift leader| 1,200| 0| 600| 192| 0| 0| 408| | (3) Department manager| 850| 0| 0| 493| 102| 0| 255| | (4) Assistant store manager| 150| 0| 0| 9| 69| 12| 60| | (5) Store manager| 50| 0| 0| 0| 0| 33| 17| | | | | | | | |Gap analysis| Next year (projected)| | | | (1)| (2)| (3)| (4)| (5)| | Year end total(column sum)| 4505| 1110| 694| 171| 55| | External hires needed (current workforce-total)| 3995| 90| 156| 0| 0| WORKS CITED 1. Table 1. 1 , Markov Analysis Information by Tanglewood Casebook to Accompany Staffing Organizations, 7e 2. Table 1. 2 Determining Availability by Tanglewood Casebook to Accompany Staffing Organizations, 7e 3. Table 1. 3 Comparing Incumbency to Availability and Annual Placement Goals, by Tanglewood Casebook to Accompany Staffing Organizations, 7e 4. †Spokane Population and Demographics. † Area Connect. MDNH Inc.

A University s Ethics - 1514 Words

As Americans look towards the idea of college today, some may agree that the overall goals of a university have drastically changed since the popularity of higher education has increased. If one were to ask the universities what their core values consist of, most institutions would boast about student academics and growth being at the top of the list. As this response may ring true with most colleges in the US, specifically smaller schools, the increase in funds for research and athletic programs have seemingly overtaken the attention of larger, more competitive universities. Higher education has become a more popular choice among ambitious adults, providing them an opportunity to move up in the working world. Further, with this†¦show more content†¦Students, paying thousands of dollars a year to attend college, deserve to receive a decent education; however, this is an ambiguous outcome when the professors are not being compensated as well as they should be. The educators a re delivering the actual learning work while most administrative positions sit in an office all day and get paid more than twice as much for their labor. The values surrounding university athletics have also become a controversial topic of interest among Americans. Over the years, collegiate sports, especially football and basketball, have evolved into commercialized teams around the country. Almost to the level of a professional team, college athletes receive special treatment and an excess of benefits; one of the most significant benefits that most of these athletes collect is free tuition. Depending on the school, colleges will additionally cover a student s housing, dining, and supply fees; not to mention all of the free equipment that already comes with being a college athlete. Derek Bok of the Princeton University Press writes an article about the commercialization and corruption of college athletics, saying, Admissions offices are importuned to