Unethical Behavior In An Organization - Free Essay Example

Sample details Pages: 8 Words: 2321 Downloads: 4 Date added: 2019/03/22 Category Psychology Essay Level High school Tags: Behavior Essay Did you like this example? Problem Statement How can we distinguish whether the decisions we make at work are right or wrong? What is right to us may not be seen as right to others, or the other way around. As our book mentions we face ethical dilemmas and ethical choices in which we are required to identify right and wrong conduct (Robbins Judge, 2017). As people we all have different mindsets and do not think the same as others. Don’t waste time! Our writers will create an original "Unethical Behavior In An Organization" essay for you Create order We may face challenges in our workplace or school as a result of this. Determining the ethically correct way to behave is especially difficult for both managers and employees in a global economy because different cultures have different perspectives on certain ethical issues (Robbins Judge, 2017). I chose this topic on unethical behavior in an organization, because at one point in our life we have faced or will face a situation where we ask ourselves, if our behavior in the workplace is right or wrong. Barsky refers to, immoral and corrupt behaviors interchangeably as unethical behaviors, which are defined as behaviors that are generally considered wrong within a given society (Barsky, 2008). Business organizations and academic institutions have developed tests, booklets, and even activities in the workplace to help minimize unethical behavior. Having good ethics is not only important in the workplace, but also important in life and its just a sense of having human morale. Furthermore, not all of us are taught what ethics is at home or what is considered unethical behavior in an organization. Now, it is more important than ever to know what unethical behavior is, as well as knowing as what good ethics is. Unethical behavior of employees in the workplace or members of an organization not only threatens the reputation of the affected organizations, but also has a devastating effect on theses organizations. It does not only harm, but also puts at risk the human relations of the organi zation. (Singh Twalo, 2015) Reasons for the Problem Benefits their organization A reason why unethical behavior occurs within a business organization is because members or employees want to benefit their organization. Individuals in ethical dilemma situations often face a motivational conflict between the desire to maximize self-interest and the desire to act morally appropriate ways. (Sheldon Fishbach, 2015). Cheating, dishonesty, stealing, breaking ethical norms or standards are all considered unethical behavior done by employees to benefit their bosses, the organization that they are in. (Bazerman Gino, 2012). We think that we are doing a good to the company or organization we are in by participating in unethical activity. In an article published by Informs, Elizabeth Umphress and John Bingham stated that, Although employees may aim to help, the end results of their actions may be inconsistent with their intentions. For instance an employee may choose to destroy potentially incriminating documents to protect the organization, but the destruction of these do cuments may not result in any form of the organizational benefit. (Umphress Bingham, 2011). More so, unethical acts just do more harm than good. The outcome can be any of the following; losing the organizations information, money, documents, and even losing ones job. Influence of peers Additionally, the people that surround us may be an influence on us of doing unethical activity in the organization that we are in. We often play or go with the role of follow the leader, or monkey see, monkey do. In this case, a bad leader and bad monkey as well. A good leader would clearly would not participate in unethical behavior, but we do not see this, because we are being influenced by their actions and words. This is also because we do not have self-control. Self-control allows people to refrain from participating in unethical behaviors. (Gino, Schweitzer, Mead, Ariely, 2011). We have to be able to say no and disagree with our peers when they are in the wrong. Our peers that surround us in our workplace, schools, or wherever we go can make an impact on the choices we make. Whether it is wrong or right, unethical behavior plays a big role within the organization that we are part of. At the end, we are responsible for our own actions and how we are in charge of our self-contr ol no matter the influence of our peers. Social Exchange Theory More so, an explanation for unethical behavior found within an organization is because of the social exchange theory. According to Umphress and Bingham the social exchange theory focuses on the relationship cultivated by the exchange of resources between two parties. Accordingly, if one party provides a benefit, the other is motivated to the same thing by providing a benefit in return. (Umphress Bingham, 2011). If someone has a need or want and their peer has something that he or she does not have. Eventually there will be an exchange to where both groups end up benefiting and not taking in count if it is right or wrong. Both parties end up benefiting for themselves and not determining whether their actions are harmful to their organization. This is especially true when both parties are unhappy within the organization. They do not have good ethical behavior and end up making incorrect decisions. Effects of the Problem Morale Having unethical behavior in an organization effects not only the organization, but more specifically it leaves a big impact on the person. You can begin to ask yourself if that is really the person you want to be and how you would feel if someone provided unethical behavior in your organization. How would you react? What would be the consequences for that person? As mentioned before, we are responsible of our own actions. Having excellent ethical behavior shows who we are as a person. It provides a good idea of what our values and morals are. Productivity The more unethical behavior we provide in our workplace and business organization the less likely we are to produce good outcomes. When people are part of an organization and have different behavioral choices regarding how they will perform their job, they must use some criteria when deciding to which behaviors they will engage in. (Barsky, 2008). For example if they are feeling in a negative type of way, their work productivity will also have a negative outcome. As to someone who has a positive mindset, they will try their best and their productivity can be higher. Efficiency When someone shows unethical behavior the whole workplace or business organization can feel it too. Barsky mentions that in order to perform adequately, one must choose how to work quickly and effectively and to do so without violating ethical norms. (Barsky, 2008). One must perform efficiently so the organization is efficient. It is like a stack of dominos when one falls, all of them fall as well. Effectiveness When a person has unethical behavior it can have a certain effect towards other members of the organization as well. It can lack the performance of other members if nothing is done to correct this type of behavior. Like mentioned in the paragraphs before, unethical behavior in the workplace or business organization can have a toll on the people that surround us. As I mentioned, our surrounding peers can go with the role of following the leader. But how effective is unethical activity to the people that surround us? Managers at one point have to address and call out for unethical behavior. That way it does not provide assumptions that it is fine for other employees or members do it too, if it is not properly corrected the first time or brought up to attention. Goal Attainment Having unethical behavior within an organization can make it hard to reach the companys goals, because performance is being interrupted by bad behavior. When an individual is involved in setting goals in their organization, the consideration of behavioral options will likely begin before the goal is set, causing other aspects besides effectiveness for goal attainment (Barsky, 2008). Barsky goes on to explain that when a person is assigned a goal, evaluation of the available behavioral options is focused primarily on goal achievement. When goals are set or given to a person within an organization it is harder for the individual to commit any kind of unethical activity (Barsky, 2008). Possible Solutions Problem Solution #1 The following describes solutions that can be provided to reduce unethical behavior in the workplace or business organization. Some of them is by providing employees with codes of conducts, reward programs, and even a once-a-month seminar training to minimize unethical behavior. Ethics within an organization or a business comprise rules, standards, principles, or codes providing guidelines for morally behavior. (Singh Twalo, 2015). An article that came out by Forbes titled, How to Prevent Poor Ethical Decision-Making authored by Lisa Quast, stated that the first step is to read your companys employee manual and ethics guidelines which also goes by a code of conduct, and ensure you are clear on what is acceptable and unacceptable behavior. If one is unsure, you can always ask questions before proceeding to an action (Quast, 2011). Codes of conducts are useful and can help guide and provide a clear statement of what is expected of an individual in a workplace and business organization . Problem Solution #2 Next, another possible solution to help prevent unethical behavior in a business organization is providing individuals with reward programs. Reward programs can be seen as an act of providing motivation to individuals. In an article published by Springer, the author Harvey James Jr. states that an organizational reward system refers to the monetary and non-monetary mechanisms by which workers are rewarded within the workplace and organization. Monetary rewards consist of wages, salaries, cash bonuses, prizes, benefits, stock options, and employee profit-sharing plans (James, 2000). James also mentions that non-monetary incentives include promotions, public recognition, for example employee of the week. He goes on to talk about non-monetary prizes like free tickets to the opera or a sport event. Business organizations can make sure that their incentive programs do not reward the kinds of behaviors they wish to avoid (James, 2000). Problem Solution #3 Last but not least, the last solution to preventing unethical behavior within a business organization is having special seminar trainings once a month. Business organizations can provide videos, presentations, and papers on what good ethics is or what is expected of them when they are on site. They can also ask if they have any questions regarding what they are supposed to be doing, or what are the goals for that month and how can they better themselves. Just a day of the month where instead of working, it is a day of improving yourself. For example, if you tend to get nervous around your manager or boss, you can communicate with them. You can tell him or her the things that are making you uncomfortable or any suggestions you may have for them as well. All of this is done in order to prevent unethical behavior in the future, or it can give your boss or manager an idea of what you struggle with and help you along the way. Recommendation Overall, having good ethics wherever we go is important. For me it demonstrates how you were taught in your household. Your values and human morals can all be concluded as part of ethics you have. So what would be the best way to prevent unethical behavior in a business organization? Based on the research that I conducted, the best way that I consider to prevent unethical behavior in a workplace would be having a code of conduct. It can come in a book or document type or just having it on display is important as well. Whenever we are unsure of a decision we are about to make, we can always go back and refer to the code of conduct. As mentioned before, it gives the community and individual of what their expectations are within a business organization. A code of conduct found in an organization and workplace helps an individual with what actions is considered right or wrong, and the consequences they can face if they are violated. References Barsky, A. (2008). Understanding the Ethical Cost of Organizational Goal-Setting Review And Theory Development. Journal of Business Ethics, 81(1), 63-81. Retrieved from https://www.jstor.org.proxy.lib.wayne.edu/stable/25482198 Bazerman, M.H., Gino, F. (2012). Toward a Deeper Understanding of Moral Judgment and Dishonesty. Behavioral ethics, Annual Review of Law and Social Science, 8, pp. 85-104, 10.1146/annurev-lawsocsci-102811-173815 Gino, F., Schweitzer, M. E., Mead, N. L., Ariely, D. (2011). How Self-control Depletion Promotes Unethical behavior, Organizational Behavior and Human Decision Processes. Unable to Resist Temptation. Volume 115, Issue 2, Pages 191-203, ISSN 0749-5978, https://doi.org/10.1016/j.obhdp.2011.03.001. James, H. (2000). Reinforcing Ethical Decision Making through Organizational Structure. Journal of Business Ethics, 28(1), 43-58. Retrieved from https://www.jstor.org.proxy.lib.wayne.edu/stable/25074399 Joseph, J., Berry, K., Deshpande, S. (2009). Impact of Emotional Intelligence and Other Factors on Perception of Ethical Behavior of Peers. Journal of Business Ethics, 89(4), 539-546. Retrieved from https://www.jstor.org/stable/27735210 OFallon, M., Butterfield, K. (2012). The Influence of Unethical Peer Behavior Observers Unethical Behavior: A Social Cognitive Perspective. Journal of Business Ethics, 109(2), 117-131. Retrieved from https://www.jstor.org.proxy.lib.wayne.edu/stable/23259305 Quast, L. (2012, August 21). How To Prevent Poor Ethical Decision-Making. Retrieved from https://www.forbes.com/sites/lisaquast/2011/12/19/how-to-prevent-poor-ethical-decision-making/ Robbins, S. P., Judge, T. A. (2017). Organizational Behavior 2017 With Pearson Etext (Ser. 2017). Pearson College Div Sheldon, O. J., Fishbach, A. (2015). Anticipating and Resisting the Temptation to Behave Unethically. Personality and Social Psychology Bulletin, 41(7), 962â€Å"975. https://doi.org/10.1177/0146167215586196 Singh, P., Twalo, T. (2015). Mismanaging Unethical Behaviour in the Workplace. Journal of Applied Business Research, 31(2), 515. Retrieved from https://search.proquest.com.proxy.lib.wayne.edu/docview/1699068573?accountid=14925 Umphress, E., Bingham, J. (2011). When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors. Organization Science, 22(3), 621-640. Retrieved from https://www.jstor.org.proxy.lib.wayne.edu/stable/20868883

Yakults Operation Management Process - 4445 Words

Zakir ALI ALAMI Yakult’s Operation Management Process: Research Activities Part A: Background Information Questions 1) What is Yakults corporate philosophy? Ans: Yakult s greatest goal is to bring smiles to faces everywhere. The global corporate philosophy of the Yakult Group is: We contribute to the health and happiness of people around the world through pursuit of excellence in life sciences in general and our research and experience in microorganisms in particular. 2) What type of large-scale is the Yakult parent company? Ans: Yakult Australia Pty Ltd is a subsidiary of the Japanese parent company Yakult Honsho Co. 3) Outline Yakults organisational structure. Ans: Yakults organisation structure is Board of†¦show more content†¦| 2. | Sterilisation The sweet, milky solution is sterilised at a high temperature for a short time, destroying any bacteria that may be present. This process is called UHTST (Ultra Heat Treatment, Short Time). The solution is then transferred to a 6,000-litre fermentation tank via a closed system of pipes and valves. | 3. | Fermentation Tank Live Lactobacillus casei Shirota strain, cultured and tested in our laboratory, is added to the tank. The temperature of the tank is then reduced until the contents are at 37 °C (body temperature). The solution is allowed to ferment in the tank for 6-9 days or until the numbers of Lactobacillus casei bacteria reach their ideal concentration. | 4. | Control Panel This machine is fully computerized and controls the flow of production. Different coloured lights indicate any areas that need attention. | 5. | Flavour Tank Citrus flavour is added to the concentrate. | 6. | Storage Tank The flavoured, concentrate is transferred to a 12,000 litre storage tank, containing a chilled syrup solution. The tank is chilled to around 2 °C. | 7. | Water Steriliser Yakult uses water that is de-mineralised (any dissolved chlorides and fluorides are removed) by a process called reverse osmosis. The water is then UV sterilised, after which it is stored in a 25,000 litre holding tank before being used in the production process. | 8. | Mixing Tank

Day Care free essay sample

In 1990, 7. 2 million mothers with 11. 7 million children under the age of 15 worked either full or part time during non-standard hours. Mothers with children under age 5 have the highest percentage of voluntary non-standard hours. Marketing efforts will remain primarily grassroots using local resources, current families, and churches to promote Bouncy Kids Child Development Center. 3 Introduction Bouncy Kids Child Development Center is a Limited Liability Company (LLC) owned by (CDC Owner). (CDC Owner) has over 15 years in the child care industry and has worked vigorously to provide care for Development Center will operate under a Christian philosophy that children need to be treated with warmth and respect. The children served by Bouncy Kids especially need experiences that will foster physical, social, emotional, and cognitive growth. The atmosphere at Bouncy Kids will be a caring environment to encourage independence, constructive problem solving, positive self-esteem, and improved self-worth. Bouncy Kids Child Care opened for business in 1996 and at that time was licensed for forty children. Currently, the center is licensed for sixty children aged 6 weeks to 6 years. XX children are enrolled at Bouncy Kids . (CDC Owner) started the child development center with the mission to serve inner city, low-income families with quality childcare. She is passionate about the need to assist children in their early childhood development with a stable, enriching and loving environment while their parents are working. She also understands the problems of lower income parents who cannot afford to pay for quality childcare. She has been operating the center from her hearts and passion to help families find personal and financial stability. The owner is now trying to operate their centers in a more business-like manner. 4 Industry Analysis The childcare industry remains essentially a mom-and-pop business ringing up annual sales estimated to be between $10 billion and $35 billion. Although the national chains grew 200% during the 80’s, they still accounted for only 5% of the childcare centers operating nationwide. In 1995, only 9 chains had as many as 24 centers. The rest were much smaller operations, many of hem non-profit or run in a provider’s home. Profit margins in the industry are very slim. The average for-profit daycare center earns 5% over costs. Some franchise operations function at about 7% margins. Information on the costs involved in the daycare industry was found in the 1995 report entitled â€Å"Cost, Quality and Child Outcomes in Childcare Centers†. Because childcare is so labor intensive, labor costs account for 70% of a center’s total expensed costs. Facilities make up 15% of the expended cost budget. However economies of scale can be realized. Total expended costs decline as the number of children served at the childcare center increases. On average, centers with 40 or more full-time equivalent children realized a 10% savings in total cost per child per hour, while centers with 80 full-time equivalent children realized a 20% cost savings. One major emerging trend in the childcare industry according to the Census Bureau’s Report â€Å"What Does It Cost to Mind Our Preschoolers? † is the care of children during non- standard hours. The service sector is projected to have the highest and fastest growing percentage of shift workers at 42%. In 1990, 7. 2 million mothers with 11. million children under the age of 15 worked either full or part time during non-standard hours. Mothers with children under age 5 have the highest percentage of voluntary non-standard hours. In 1991, almost 20% of all full-time workers worked during non-standard hours. Positions requiring non- standard hours, such as nurses, restaurant workers and cashiers, are expected to account for almost 19% of the overall projected growth in employment through the year 2002. As found in the recent study, â€Å"Cost, Quality and Outcomes Study and the Study of Quality in F amily Care and Relative Care†, childcare is one of the lowest paid occupations. A study by the National Committee on Pay Equity (1987) discovered that childcare is the second most underpaid profession, and that the turnover rates are the highest among any industry. Childcare workers often receive few benefits, such as medical and dental insurance and paid 5 time off. A good-quality center is characterized by adequate providers’ wages, education and training, resulting in lower turnover. The national childcare staffing study (1990) found that wages were the most important predictor of quality of care. Adequate pay is necessary to attract childcare workers with necessary education and training to provide children with quality care. High turnover of staff is a concern. The primary reason why people leave their jobs with childcare centers is the low income. 31% of the providers earning $200 or less per week left the occupation during 1990 as compared with 15% for those earning more than that amount. Other factors that influence their choice to leave of stay include: working conditions, increasing demands of parents that can not be met, lack of benefits, personal reasons (retirement or pregnancy) and lack of career opportunities. How children spend their time before and after school is a concern for many parents. According to the Child Care Bulletin (March/April 1995, Issue 2) the average child spends 3 hours a day watching television or playing video games. Other activities include playing with friends, homework and reading. 76% of school-aged children whose mothers work are cared for by 2 or more different childcare arrangements per week. Almost 15% (14. 6%) of children spend some time alone each week, with that percentage increasing with age. Critical childcare factors There are 4 demographic and socio-economic factors that have a strong influence on the childcare industry. They are: †¢ The number of preschool children. †¢ The number of working mothers with preschool children. †¢ The likelihood that parents will select a childcare center over other childcare arrangements. †¢ The financial ability to pay for childcare centers. 6 Number of preschool children . The preschool population has been increasing nationally on a steady basis. Since 1989, over 4-million children have been born annually, and that figure is expected to be similar for 1997. Data from the National Center of Health Statistics indicates that over half of the babies born in 1994 were born to women aged 20 to 29, while a third were born to women in their 30’s. Among women aged 40 to 44, they saw an 8% increase in the number of babies born. Older mothers are more likely to earn more and spend more on their children. This steady growth can be attributed to several factors. One factor involves a higher than anticipated birth rate of immigrant mothers. Another factor is the fertility rates for women in there 30’s are higher than anticipated. Children born to women in their 30’s was 33% in 1988 as compared to 19% in 1976. The trend of women delaying childbirth is expected to continue. The encouraging impacts of this trend for the childcare industry is that women aged 30-34 are more likely to return to work quickly and require childcare services. These mothers have established careers to support their family lifestyles. One factor that could have an impact both positively and/or negatively is the decreasing size of American families. There will be fewer children born to each family, but the overall rate, as stated above, is expected to remain relatively consistent. The good news to the childcare industry is that the shift to later child bearing and smaller families provides a greater number of households with two incomes. These families with two incomes will have more disposable income to spend on their children and the mother will be more inclined to continue to work after the children are born. Number of working mothers with preschool children . The number of mothers with preschool children that are working has risen steadily since the 1960’s. In 1990, 55% of the mothers with children under 6 were working and is expected to increase to 75% by the year 2000. This trend is expected to continue due to a shift in attitudes toward women and working. The Census Bureau reports that the percentage of mothers with infants under 1 year who return to work has increased from 15% in1968 to 51% in 1988. 7 The Study of Early Childcare, by the National Institute of Child Health and Development, found that half of the infants in the study were at childcare at 3 months of age. Over one third of the infants had been in at least 3 different childcare arrangements by the end of their first year. The study also found that the children that entered the childcare at a younger age had mothers who earned more and were less dependant upon income from fathers or other sources. In a 1977 survey, adults were asked if they agreed or disagreed with the statement, â€Å"A working mother can establish just as secure a relationship with her children as a mother who does not work†. In 1977 50% of the adults agreed with the above statement and in 1991 64% agreed. Additionally in 1992 survey of college students, 89% of the women surveyed saw marriage and children as part of their lives before the age of 35. Of the 89%, 97% planned to continue their careers after giving birth and 88% of the men surveyed assumed the women would continue to work after the birth of a child. Likelihood that parents will select a childcare center over other childcare arrangements . The trend for utilizing childcare centers has been increasing steadily since 1965. In 1992, the number of preschool children of working mothers enrolled in childcare centers exceeded the number of children cared for by parents, relatives, nannies, or family daycare providers. The primary choice of working mothers was relatives to care for their children prior to 1990. Today, nearly 1 in 3 children of working mothers attends a childcare center. A major shift has occurred over the last ten years from parents preferring relatives or family daycare to utilizing childcare centers. The following chart illustrates the trend for increasing use of daycare centers/nursery 35% 30% 25% Facility 20% Parents 15% Relatives Non-relatives 10% 5% 8 0% 1977 1985 1990 1991 1993 schools since 1977: The increase in use of daycare centers between married couples (30. %) and single mothers (29. 5%) is very consistent. The drop in 1991 for both married couples and single mothers is attributed to the recession and the lay-offs associated with that recession. Another important factor is the drop in care by the fathers. The number of families, using the father to provide care far the children is again decreasing after an increase in 1991. The primary target market for most daycare franchises is working women between the ages of 25 to 39 with household incomes of $25,000 to $75,000 and higher than average education levels. According to the US Department of Education, 28% of women who work full- time use organized childcare as opposed to 15% by women employed part-time. The same study also determined that families earning over $54,000 per year were 34% more likely to use organized childcare facilities than families having lower monthly incomes. Financial ability to pay for childcare centers . The financial affordability of daycare centers is an issue that many recognize as a problem. The high cost of delivering quality childcare services prices the formal childcare center out of an affordable range for many families. Almost 40% of respondents surveyed felt that they could not afford their current childcare arrangements, or the arrangements they would prefer (American Federation, 1987). Families earning over $45,000 are twice as likely to enroll their children in centers then families with income below $20,000. Household incomes, public subsidies, and employer support are all factors that influence the choice of childcare options. As stated earlier, the higher the household income, the more likely the mother is to continue working after the birth of her child and the more disposable income they have to spend on childcare services. The Government has developed grants to assist low-income families and has also discussed increasing childcare subsidies for low to moderate-income families. Additionally, approximately 2% of American companies with 10 or more employees provide on-site childcare and another 3% provide other childcare subsidiaries. In the business 9 areas, the large corporations (sales over $500 million) are the most likely to support employee childcare. American Demographics According to the US Department of Agriculture estimates that the average cost of raising a child through age 18 is $145,000 in 1995 dollars. % ($13,050) goes toward childcare and educational expenses.

Project Management International Finance

Question: Discuss about the Project Management for International Finance. Answer: Using 50-50 Rule Using 0-100 Rule Earned Value Discrepancy From the two tables shown above, it can be deduced that the Earned Value Discrepancy is 8,825. Schedule Variance using 50-50 Rule Scheduled Variance (SV) is the difference between Planned Value (PV), which is the budgeted value and Earned Value (EV), which is the actual value of the work at the specific time. This factor determines whether the project work is ahead of, or on or behind the schedule. In this case study SV = EV PV = 4,275 11,050 = -6,775. As the result is negative, the project work is behind schedule, (Baker Riddick, 2013). Schedule Performance Index (SPI) This factor, which is the ratio between EV and PV, is used to determine if the project work is ahead of or on or behind schedule in relative terms. In this case study, SPI = EV / PV = 4,275 / 11,050 = 0.38. As the result is less than 1, it reflects that the project work is behind schedule, (Baker Riddick, 2013). Cost Variance (CV) using 50-50 Rule This factor, which is the difference between PV and AC (the Actual Cost), is used to determine whether the project work is under or on or over budget. In this case study, CV = EV AC = 13,100 19,600 = - 6,500. As the result is negative, it shows that the project is behind schedule, (Mudra, 2014). Cost Performance Index (CPI) This factor, which is the ratio between EV and AC, is used to determine if the project work is ahead of or on or behind schedule in relative terms. In this case study, CPI = EV / AC = 13,100 / 19,600 = 0.67. As the result is less than 1, it reflects that the project work is behind schedule, (Baker Riddick, 2013). Estimate at Completion (EAC) As the project progresses, there can be variations which occur into the final Budgeted Actual Cost (BAC) as compared to the planned final cost. This factor is used to determine the ratio of the project / estimate values of the planned cost of the project at the projects finish with the currently available data of the project. This factor can be determined by using the following formula to calculate EAC, which is based on the information and conditions given in the case study: EAC = BAC / CPI = 17,350 / 0.67 = 25,895. A Brief Status Report based on Table 01 From the results obtained for the project which have been based on various factors used for calculating the values, it has been observed that the project is under-performing. In fact, all the results show that the project is behind schedule and may eventually prove to be costly for the management, (Mudra, 2014). But I have another fact to bring to the notice of the management and that concerns with the authenticity of these results. Experts have opined in many instances that the results obtained by using these factors are only indicative and should not be considered as final verdicts on the outcome of the project. It is therefore essential for the management to arrive at a conclusion only after all the tasks have been completed and then arrive at the correct conclusion. In this respect, the management should look at the projected values shown in Table-4. These values show that the project is right on schedule and cannot be considered as a loss making project, (Mudra, 2014). List of References Baker, H.K. and Riddick, L.A. (2013) International Finance: A Survey. Oxford: OUP USA. Mudra, J. (2014) International Financial Management (12th ed). Stamford, CT: Cengage Learning.