United Nations - Deloitte
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Transcript of United Nations - Deloitte
COLLEGE OF BUSINESS ADMINISTRATION
Denuel Thomas Fonseca Patricia Hawthorne James Tesfay Zembaba
Theory and Behavior in Business Organizations – MGMT 650
August 3, 2010
Organizational Behavior Concepts
United Nations
Presentation Outline
I. Introduction II. History III. Team Work IV. Management Style & Leadership V. Ethics VI. Recommendation
History
• Deloitte was initially started in 1849, by William Deloitte.
• William Deloitte started his auditing company after successfully auditing the Great Western Railway in London.
• In 1893, Charles Haskins and Elijah Sells implemented an auditing system with the US government that saved thousands of dollars in wasteful spending.
• After successfully assisting the US government, both Haskins and Sells offered their services to the general public in 1895.
• Between Haskins and Sells founding in 1895 and 1970, the company had merged with 26 other accounting firms, including a merge with Deloitte in 1952, in which the company was renamed to Deloitte Haskins & Sells.
History
• As the demand for public auditing increased in London, George A. Touche established an accounting firm, Touche Niven, with Ballantine Niven in 1898.
• In 1900 Touche Niven established its first office in the US, located in New York City.
History
• In 1929, the US stock market crashed and eventually led to the Great Depression.
• As a result of the Great Depression, US Congress required mandatory independent audits for all corporations in 1933 .
History
• As the economy rebounded and grew rapidly, George Bailey opened his own accounting firm in 1947.
• Bailey’s company experienced remarkable success during its first year, which ultimately led the merger with Touche Niven, forming Touche Niven Bailey & Smart.
• The company grew more rapidly and later became Touche Ross Bailey & Smart in 1960 and renamed Touche Ross in 1969.
History
• During the 1980’s, Deloitte Haskins & Sells and Touche Ross requested their accountants to provide professional advice and technical support to give the companies a competitive advantage.
• As clients of both Deloitte Haskins & Sells and Touche Ross rapidly grew, both companies agreed to merge Deloitte & Touche in 1989.
• In 1995, Deloitte & Touche developed Deloitte Consulting to provide professional services to their international clients.
• Today, Deloitte & Touche has 651 offices in 111 countries around the world, employing more than 169, 000 professionals.
History
Timeline
1849: William Deloitte
opened his own auditing company in
London
1893: Charles
Haskins and Elijah Sells
audited the US government,
ultimately saving the
government thousands of
dollars
1895: Charles
Haskins and Elijah Sells
opened their own auditing
company in the US
1898: George Touche and Ballantine
Niven open their own auditing
company in London
1900: George Touche and Ballantine
Niven open their first office in US, located in New York,
NY
1929: US Great
Depression
1933: Congress requires
independent auditing for all corporations The SEC is
created by US government
1947: George Bailey opens accounting firm due to rapid US economic growth
1947-1948: Bailey’s firm experiences
tremendous growth and merges with Touche Niven to become Touche Niven Bailey &
Smart
1952: Haskins & Sells
merger with Deloitte, becoming Deloitte Haskins &
Sells
1989: Deloitte Haskins & Sells merged with
Touche Ross, becoming Deloitte
& Touche
1995: Deloitte & Touche created Deloitte
Consulting to provide services to their international
clients
Today: Deloitte has 651
offices around the world in 111
different countries with 169,000 professionals
employed
Timeline
Team Work
• Teamwork at Deloitte is a key part of the business.
• Every member of the audit staff is assigned to teams that will serve Deloitte’s clients in a scheduled period of time.
Team Structure
• Communication
• Cross-functional teams
• Conflict
• Trust issues
Team Work Issues
Team Work Recommendations
• Communication: Partners should let team members comfortable to speak out.
• Cross-functional teams: increase frequency of interaction and develop a sense of mutual accountability
• Conflict: encourage communication and feedback between team members
• Trust issues: training where the coach is the senior or manager
Management Style and Leadership
• Influence the effectiveness of alternative approaches to conferencing and reporting
• Deloitte has a very rigid vertical hierarchical culture
• Lot of pressure on each lower level of individuals
• At Deloitte, a lower team spends most time at client site under a senior’s supervision
• The manager normally works with senior only.
• The contact of the manager with the staff is minimal, as well as the contact of partner with staff and senior.
• The career advance potentials are very high
Recognition
• Commitment to excellence is a priority But sometimes,
• Career opportunities are not fairly spread amongst the staff,
• It can create frustration and great disbelief in the meritocracy aspect
• Solution: Senior management should use the employee commitment surveys to look at what needs improvement.
Recognition
• The audit industry is very much concerned with the image
• Audit companies are a very competitive work place
• One’s progress in the company is strongly related to the image he conveys to others.
Image
• Highly respected brand on the audit and consulting market
• Highly efficient methodologies
• Very motivating and exhilarating working environment
Work-Life Balance
Work-Life Balance BUT
• Your attention can be monopolized and your time absorbed
• The higher you go up the ladder, the greater the expectations
• The family or the job
• Solution: Rotation programs and adjusting expectations
Ethical Environment
• The Big Picture – The Code of Ethics
• Simply having ethic code has no effect on employee behavior – It must be communicated, provided training on what it means – Put system’s in place
– Ethical officers-post Enron scandals • Sharon Allen- Deloitte Compliance officer • Annual Ethic and Workplace Survey
2010 Ethics & Workplace Survey
Ethical Decision
• Personnel goals vs. code of ethic
• Underload-Overload Continuum • Long work hours • High level of stress • Inflexible work schedule
• Lack of leadership • Lack of transparences • PCAOB Audit Findings
The Outcome: Model Behavior
Thank you
Questions & Answers
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