Tenet Healthcare.

The Healthcare Financing Administration notes the annual health care expenditure in the United State has exceeded $ 3.1 trillion. 10% of these expenditures ($ 100 billion) are government and health insurance companies losses due to fraudulent healthcare transactions. Timely detections and prevention of these fraudulent transactions and abuses can help recover the huge amount of resources to medical institutions and patients thus improving the quality of care and decreasing the cost of healthcare for taxpayers. Inability to detect fraud can become an extremely costly, painful and damaging problem to the organization and thus the need for an effective fraud detection system (Mcmahon & Chopra, 2013). In 2012, Tenet health Corporation was ordered to pay the United States F$ 42.75 million to settle accusations of violating the False Claims Act by overbilling the federal Medicare Program (Department of Justice, 2012). This action research will discuss how healthcare billings happen in the United States and will give details of the fraudulent billing occurring in Tenet Healthcare Corporation. I will show the impact of this fraudulent billing to the stock prices and financial statements of Tenet, showing that they directly impact the shareholders finances having their stocks at Tenet

Tenet Health Corporation (Tenet) is an investor-owned health care services corporation. Tenet Health corporation operates 77 acute care hospitals, 173 outpatient centres, 5 health plans and 6 accountable care organizations. In addition, the corporation operates Conifer Health Solutions that provides health business process solutions in fifteen centres that serve clients in 43 states.

The study will help Tenet develop a fraud detection system that will sufficiently address it billing process to avoid future billing errors that will ruin the reputation of the company and destroy its financial base. In addition, the study will offer insight to other health care institutions on factors that precipitate fraudulent cases in institutions and the financial implications of the fraudulent case.

The study will be based on the Cressey Fraud Triangle. Three components of the triangle include pressure, opportunity and rationalization. Pressure relates to the financial difficulties such as a large amount of credit card debt, overwhelming financial burdens, and financial difficulties. Opportunity to fraud exists when an employee discovers a weakness in the organization’s ant-fraud controls. Rationalization is the psychological process whereby individuals who have committed fraud convince themselves either that the act is not wrong or that even though it may be wrong, it will be corrected because they will eventually return the money. In addition, employees may justify the fraud by taking the attitude that they deserve the stolen money (Goldman, 2009)

A comprehensive detection and prevention system should have the right combination of financial analysis, business/relationship analysis, medical insight and analysis, detection of changing behaviours and a feedback loop (Abbasi, Albrecht, Vance, & Hansen, 2012). Therefore, the study will primarily focus on evaluating the effectiveness of this component in Tenet. In addition, the study will focus on analyzing the effect of the fraudulent on the stock prices and financial performance of the Tenet. The study will focus on the financial statement fraud and the stock prices of the company during the time the fraud occurred. Financial statement fraud is mainly dedicated to the fact that financial statement audit ensures that the financial reports of the company are free from material misstatement and fraud. A firms’ propensity to commit a fraud depends on the expected benefits and cost of engaging in the fraudulent. The expected cost of the fraudulent has two components that include the probability of the fraud detection and the penalty upon detection.

The financial statements of Tenet will be evaluated to identify the misstatement and the impact of those misstatements, the investment trend of the company and the stock prices of the Company stock. The data will be obtained from the annual reports including Form 10 K and other strategic documents. The reports will be analyzed through various econometric models to evaluate how the fraud case affected their trend. A five year period analysis will be conducted. In addition to the financial econometric analysis of the financial reports, a detailed key informant interview will be conducted with stockholders of the company who will be selected randomly. The interviews will be conducted through open-ended questions to allow the respondents to disclose as much information as possible. The interviews will substantial the findings of the analysis. The findings of the study will be corresponded to Tenet Corporation in the form of a report. In addition, the result will be published and disseminated to online databases to benefit other scholars and organizations.

The research will be conducted with the authority and supervision of the University Committee. In addition, consent will sort with the Tenet Corporation. The current CEO and the chief finance officer will be contacted advance to approve the research. Some of the key ethical issues to be addressed in the research is the confidentially of any confidential information accessed during the research and limiting the finding of the study to academic use. The key limitations of the study are its reliance on the documented reports. The study will not allow the research to evaluate the raw financial data of the company but will rely on data from SEC listing and other stock sites such as NYSE.

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Graphite debacle stands as one of the attractive entries in China (Editorial Committee of Mineral Deposits of China, 1990). At the same time, this industry presents many challenges to managers as well as leaders. As a result, there is always need for the company to cope with boundary spanning, know large systems interactions and thinking for better future. Senge’s (2008, 2010) insights stand as major guidelines when it comes to enhancing new thinking and choices in the industry. Hence, when what, the management knows become less fulfilling to the desired need, going beyond the traditional boundary of knowledge is important(Ulhøi, Madsen & Kjær, 1999).

China Carbon Graphite Group, Inc. has remained a major player in China’s graphite extractive industry for over thirty years (Mertens, 2015). With a long period of operation, the company has immersed a lot of knowledge as well as resources in the extractive industry. This has made it to become the pioneer in manufacturing as well as distributing graphite products including bipolar plates, electrodes, and precision machined graphite components as well as graphene products in China through its subsidiary. China Carbon Graphite Group, Inc. has developed a broad client base globally, and its products are highly necessary for energy storage, steel, non-ferrous, semiconductor, metallurgy, PV, optical fiber as well as chemicals industries. China Carbon Graphite Group, Inc. Has been all focused on increasing its competitiveness to capture a global share of graphite as well as carbon industries by enhancing its management, research as well as development teams. It has also remained keen on enhancing its existing technology as well as production models by advancing in new technologies as well as manufacturing strategies.

Despite this succeeds, China Carbon Graphite Group, Inc. Leaders and managers must leverage collaboration across traditional boundaries to come up with a detailed view of multiple systems interactions and common view of desired better future. In this respect, China Carbon Graphite Group, Inc needs to develop special expertise in the nexus of sustainable development with extractive industries. The reason is that there is nowhere else where stakes are higher compared to extractive industries. In many cases, such enterprises can become a development springboard or a source social degradation, corruption as well as and environmental disturbance (Heizer & Render, 2013). Its leaders and managers must research on trends as well as good practices including working with governments, other companies, civil society, development partners as well as communities for purposes of developing and implementing strategies that ensure China and other community’s benefits.

Extractive industries always pose unique challenges to managers regarding sustainable development. This industry demands to make urgent solutions which in most cases difficult when compared to other sectors. Some of the challenges that the management and leadership must address to ensure collaboration with other actors include specific challenges such as asymmetry of knowledge as well as skills between government and other companies. They must also address the pervasive confidentiality extractive sector, the non-renewability of the resources, the traditional ‘enclave’ model of the sector, the risk of Dutch disease as well as the historical records of human rights and environmental shortfalls (Sanford, 2011). Leaders and managers can also leverage collaboration across traditional boundaries by maximizing on potential benefits for both parties. Extractive industries always have the potential transform their countries (Madu & Kuei, 2012). Therefore, China Carbon Graphite Group, Inc Leaders, and Managers can leverage collaboration by aligning its policies with that of the country, investor, regulatory and legal framework of collaboration, and other institutions to find mutually satisfactory outcomes.

Senge’s (2008, 2010) insights on what he calls new thinking and choices underscoring that the activities people learn by rote clearly do not work. Hence, people must collaborate with others to come up with new approaches. Through his touching presentation, Senge articulates three puzzles that demand systems thinking. He also discusses why it is so vital but seems difficult for people. This applies to China Carbon Graphite Group, Inc Leaders and managers who need to enhance their view and a way to solutions that enhance its sustainability. As leaders and managers, they are born with innate systems intelligence to come up with a better future (The United States, 1977).

The first part that leaders of this company have to leverage for collaboration is Interdependence. As leaders and managers of an extractive industry, they do not exist alone. They need to devise an environment of extraordinary interdependence. This is an important aspect of company sustainability management (United Nations Conference on Trade and Development, 2008).

The other area that China Carbon Graphite Group, Inc Leaders and managers need to leverage collaboration relates to addressing issues of Systems ignorance. The reason is that as leaders, they won’t fully understand the interdependencies of the industry they operate in. Therefore, collaborative addressing of ignorance on the extractive industry will help the company not to easily make choices that do not serve them well in the long-term (Brady & Palgrave Connect, 2005). Take for instance the effects of pollution effects of extractive industry where the environment can be polluted. China Carbon Graphite Group, Inc needs to collaborate with environmental conservatives for better sustainability of the environment. China Carbon Graphite Group, Inc needs to leverage collaboration for environmental stability while producing systemic outcomes that goes beyond their consistent produce. Extractive industry has many dynamics that are always delicate and needs great keenness (Hansen, & Brown, 2011). It cannot be disputed that the company loves systems intelligence, but the various can only be closed if the company management and leadership discover it. China Carbon Graphite Group, Inc Leaders and Managers have been trying to leverage collaboration across traditional boundaries by defining a comprehensive view of multiple systems interactions. This has been a plus for them.

In particular, China Carbon Graphite Group, Inc Leaders, and managers has always been negotiating support to resource rich, Low and Middle-Income Chinese society (Franks, 2015). China Carbon Graphite Group, Inc Leaders and Managers leadership have a series of meetings of negotiation support providers as a way of creating forums to address common challenges as well as opportunities to facilitate enhanced coordination among its stakeholders. The major aim of this collaboration has been to enhance the availability, accessibility as well as technical assistance and training quality for host stakeholders and partners at all stages of preparation, negotiation as well as the implementation of large-scale deals.

China Carbon Graphite Group, Inc Leaders and managers have leveraged collaboration across traditional boundaries through Carbon and Graphite Producers Discussion Group. China Carbon Graphite Group, Inc Leaders and Managers have knowledge partner to Carbon and Graphite Producers, co-organized and sponsored by Global Initiative as well as international Secretariat. Collaboration beyond traditional boundary aims at helping current and emerging graphite extractors to think critically about the various policy options in the initial and continuous phases of exploration and extraction or restructuring their platforms (Hamschmidt, 2007).

China Carbon Graphite Group, Inc Leaders and Managers need to also leverage collaboration across traditional boundaries by initiating comparative lessons for extractive industry Investments as well as Large Land-Based Industrial Investments. China Carbon Graphite Group, Inc Leaders and managers need to leverage stakeholders to explore efficient governance approaches for extractive industry investments as well as large land-based industrial investments. Particularly, leaders of this company need to learn from other external actors in the industry on why some good governance efforts can more advance in a specific sector and not in the other. The company leadership and management must also learn from other external actors in ways that can be done to advance governance in graphite extractive industry.

China Carbon Graphite Group, Inc Leaders and Managers must also be at the forefront in learning from International extractive Investment Conferences. In the current century, many companies are leveraging collaboration beyond their traditional boundaries through taking advantages of international conferences on the industry (Zhexembayeva, 2014). Since this is the best way to improve extractive systems, China Carbon Graphite Group, Inc Leaders and managers need to host and attend International Investment Conferences on graphite as well as related extractive industries. Such conferences bring together many stakeholders including governments, corporate executives, academics, investors as well as civil society for purposes of forward-looking policy discussions on critical issues for sustainable development (Cohen, 2011).

To conclude, China Carbon Graphite Group, Inc stands as a company that has enjoyed vast dominance is Chinese graphite industry. This company has been utilizing its expertise to make the company successes. At the same time, the company needs to continue leveraging collaboration beyond traditional boundaries for expertise, innovation, and sustainability (Sokka, & Valuation Tek nil linen tutkimuskeskus, 2011). Doing this increased efficiency, corporate social responsibility and abiding by national as well as international extractive industry regulation.

Students Serve up Success at Annual Convocation Ceremony in Toronto

Yadavan Ponnusamy and Koshaye Bodloo are friends, colleagues and now fellow alumni. As newly appointed co-managers of a Quebec-area restaurant, both men attribute their career success to their college education. On the evening of Sept. 15, 2018, Pennusamy and Bodloo celebrated their accomplishments at Evergreen College’s convocation ceremony amid friends, family and approximately 26 other graduating classmates.
Speaking before the convocation ceremony, Ponnusamy and Bodloo both said their college education prepared them with the inter-personal skills needed to succeed in the workplace. As a graduates of the Hospitality Management program, both men spent two academic years learning the technical skills and communication requirements needed in their field.
“In our industry, problems come up. We need to know how to deal with them. We learned about the people skills required to succeed,” Bodloo said.
“It was a good experience both mentally and physically,” he added, noting that the college’s small class sizes enabled him to receive individualized “person to person” attention.
Prior to commencing their studies in Toronto, both men spoke to friends in their home country of Mauritius who had studied previously at Evergreen College. The college and its Hospitality Management program came highly recommended to them.
Their transition to Toronto took approximately three months from the time their applications were submitted. Bodloo and Ponnusamy were fortunate to have friends living north of the city where they studied. Both said their migration was seamless, and Ponnusamy attributed the process to part of his learning experience.
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“The program at Evergreen taught us leadership skills,” he said. “We learned communication skills and how to lead a team…the instructors showed us the way.”
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The college’s career services were also instrumental in heightening their inter-personal skills. Prior to being hired in their current jobs, Bodloo said they had the opportunity to have their resumes reviewed by their instructors. They also took part in mock interviews.
“The instructors would pretend to be restaurant managers and we had to go through an interview and presentation,” he said. “We had to go through everything and show them how we would lead a team.”
Now, with diplomas in Hospitality Management, Bodloo and Ponnusamy are serving up success in the restaurant industry.