Rainbow Illusion is a 30-store retail chain concentrated in New South Wales and Victoria that sells
ready-to-wear clothes for young females. Each store has a full-time manager and an assistant manager, both of whom are paid a salary. The cashiers and sales personnel are typically young people
working part-time who are paid an hourly wage plus a commission based on sales volume. The
company uses unsophisticated cash registers with four-part sales invoices to record each transaction.
These sales invoices are used regardless of the payment type (cash, cheque, or bankcard).
On the sales floor, the salesperson manually records his or her employee number and the transaction
(clothes, class, description, quantity, and unit price), totals the sales invoice, calculates the discount
when appropriate, calculates the sales tax, and pre- pares the grand total. The salesperson then gives
the sales invoice to the cashier, retaining one copy in the sales book.
The cashier reviews the invoice and inputs the sale. The cash register mechanically validates the
invoice, automatically assigning a consecutive number to the transaction. The cashier is also
responsible for getting credit approval on charge sales and approving sales paid by cheque. The
cashier gives one copy of the invoice to the customer and retains the second copy as a store copy
and the third for a bankcard, if a deposit is needed. Returns are handled in exactly the reverse
manner, with the cashier issuing a return slip.
At the end of each day, the cashier sequentially orders the sales invoices and takes cash register totals
for cash, bankcard, cheque sales, and cash and credit card returns. These totals are reconciled by the
assistant manager to the cash register tapes, the total of the consecutively numbered sales invoices,
and the return slips. The assistant manager prepares a daily reconciliation report for the store
The manager reviews cash, cheque, and credit card sales and then prepares the daily bank deposit
(credit card sales invoices are included in the deposit). The manager makes the deposit at the bank
and files the validated deposit slip.
The cash register tapes, sales invoices, and return slips are forwarded daily to the central data
processing department at corporate headquarters for processing. The data processing department
returns a weekly sales and commission activity report to the manager for review.
Prepare a report to Chief Executive Officer of Rainbow Illusion to evaluate its processes, risks and
internal controls for its expenditure cycle. In your report, you need to include the following items:
Identify six strengths in Rainbow Illusion’s system for controlling sales transactions.
For each strength identified, explain what problem(s) Rainbow Illusion has avoided by
incorporating the strength in the system for controlling sales transactions.
Identify two situational pressures in a company like Rainbow Illusion that would increase
the likelihood of fraud.
Explain why some companies would choose to install a distributed computer system rather
than a centralised one.
Self-trickery among pioneers is a predominant issue in associations today. The powerlessness of a pioneer to perceive that he/she might be the underlying driver of a portion of the issues found inside their hover of impact renders them insufficient at driving, and thwarts gainful devotee pioneer connections. At the point when pioneers are caught in the case of self-double dealing they may get absent to their counter-beneficial practices, and how these practices are in effect adversely apparent by others. Likenesses can be found between self-trickery and mental models, which can be depicted as cognizant or oblivious convictions, discernments, thoughts, justifications, and even pictures, which are shaped out of our encounters. These encounters control our musings and our activities, constantly through egocentric biased reasoning. As indicated by Senge (2006), while mental models are not innately off-base, left unaltered, "as the world changes, the hole augments between our psychological models and reality, prompting progressively counter-gainful activities" (p. 166). Degrading Others Pioneers who are self-hoodwinked consider themselves to be casualties of their conditions as opposed to as benefactors. They assume that others are characteristically defective and uncouth or sluggish and consequently they should be the reason for the incapability, wastefulness, and the diminished efficiency. Pioneers who are in the container legitimize this conduct by concentrating on their positive properties, for example, being dedicated, having the entirety of the vital center capabilities, and having a background marked by progress, while undermining the gifts of others and swelling their deficiencies. In light of a self-bamboozled pioneer's powerlessness to exhibit defenselessness by sharing shortcomings and errors, he/she can't manufacture trust with colleagues and putting themselves on a notorious platform (Lencioni, 2002, p. 195). This outcomes in supporter demotivation, withdrawal, absence of genuine responsibility, and stressed associations with pioneers. Absence of Self-Awareness Blinded by smugness, a pioneer's actual inspirations are clouded by his/her the absence of mindfulness, prompting inadequate authority and terrible showing. A mindful pioneer exponentially builds their extent of impact over adherents, bringing about aggregate expanded duty and execution. Mindfulness enables a pioneer to perceive those practices that make hindrances and crash a pioneer's capacity to move others to arrive at their maximum capacity, along these lines making an incentive for colleagues and the association. At the point when the mindful part of enthusiastic insight is inadequate with regards to, pioneers "expel certain realities contrary with their legend of themselves for different not so much compromising but rather more demonstrative ones" (Diamond, 2008, para. 3). A pioneer that needs mindfulness is basically double-crossing themselves since they may unintentionally incite a similar self-beguiling practices in others, making a culture which upsets progress towards objective achievement and positive authoritative results. Procedure Fairness Hierarchical pioneers must settle on troublesome choices consistently to guarantee the long haul manageability and suitability of the business. A considerable lot of these choices can have a conceivably negative effect on partner gatherings. While pioneers can't change the results of these choices, they do have the power and the capacity to control the procedure of how choices are made and executed. The methodology taken will decide how partner bunches react either tolerating or unaccepting–and can bring about negative frames of mind and practices in the working environment. While the idea of in the case of something is reasonable or out of line is individualistic in nature, pioneers must take uncommon consideration to be delicate to the necessities everything being equal, and have keen procedures and methods set up to limit dissension and settle on the most ideal choices for the best measure of individuals. Budgetary Implications The budgetary ramifications emerging from an association that doesn't rehearse process decency can be considerable, and can undermine the very presence of the association. Representatives are bound to look for compensatory and corrective harms in the event that they accept they were treated with low procedure decency (Brockner, 2006, p. 45). Some authoritative pioneers may unnecessarily apply costly arrangements with the aim of "fulfilling" the workers that might be adversely affected, for example, in a mass lay-off. Be that as it may, this could bring about expanded costs, for example, lawful expenses, representative turnover and robbery, and diminished efficiency, if the execution of these arrangements were misused. To this end, good sense should direct authoritative pioneers to consider remembering workers for the basic leadership process so they feel as though their suppositions have been heard Execution Outcomes It makes sense that associations which practice process decency in all business activities, reward frameworks, enrollment and maintenance, detachments of work, and so on., will have representatives who are increasingly drawn in, progressively beneficial, and profoundly dedicated to accomplishing hierarchical objectives. To this end, good sense should direct authoritative pioneers to consider remembering representatives for the basic leadership process so they feel as though their assessments have been heard, bringing about an expanded likelihood of purchase in. Activities planned for making a culture of decency will improve generally speaking authoritative execution (Simons and Roberson, 2003, p. 20). Worker Perceptions Most authoritative pioneers accept that they are in effect more than reasonable when they disperse substantial motivators to representatives, for example, severance bundles. Nonetheless, for some workers the money related impetuses are not as significant as how the association went to the last decision(s), and how the representative was treated simultaneously. Pioneers frequently don't consider how the workers, who were not affected by the choice, will react. Let us consider a companywide lay-off. Directors center around the workers who are being laid-off however don't think about their partners, maybe in different divisions, who have solid ties with those being influenced in this way may have a feeling of faithfulness and start to display practices that effect execution. An enthusiastic virus can likewise surface on the grounds that saved workers can have a solid feeling of blame and uneasiness, prompting withdrawal, a feeling of treachery, doubt, and absence of inspiration (Brockner, 2006, p. 53). Suggestions for Creating a Culture of Process Fairness There are a few activities that authoritative pioneers can take to make a culture of procedure reasonableness, and diminish or dispense with the negative repercussions of worker saw shamefulness (Brockner, 2006, p. 54-57): 1. Address information holes – Managers and pioneers ought to be set up for the emotionality of procedure decency. They will at that point be better arranged to adapt to negative encounters the may result from connections with influenced representatives.>GET ANSWER