Penn Square Bank & Down Corning Bankruptcy Essay

According to norm Bowie, sometimes being moral enhances the bottom line rather than foreshortens it (Hartman, 2005, p108). Unfortunately, in the instances of Penn unbowed swear and the Dow Corning banking fellowshipruptcy, that may not generate been the case. The following testament examine the particulars of these situations and discuss the estimable issues present for each.Penn solid BankPenn comforting Bank was a small bank that played a outsize role in the Oklahoma banking crisis of the untimely 1980s. In an lather to maximise on the profits of the booming oil industry, the upper direction of Penn Square Bank cut corners in several areas of its new impart division. sustenance to support million-dollar loans became lax. Collateral valuation and tax revenue recognition was severely everyplace estimated without verification of the documentation to support such claims. Loan contracts were with casual deals and encompassing terms. Credit was extended based upon un verified personal letters paying for by the client. These documentation errors led to loans not properly secured (Caskey, 1985).In addition, Penn Square was more and more money, which facilitated errors in revenue recognition as the bank accepted over estimated valuation claims without requiring loan or interest payments. Thus, on paper the bank looked successful without ever possessing the funds to support its lending endeavors. Finally, recognize was extended without true verification of asset valuation or proper documentation, and re-extended when the client could not produce the payments necessary to support the luxurious loans (Caskey, 1985). Each of Penn Square Banks actions represents a form of financial statement pretense, which led to its downfall in 1982. According to Fraud Examination, in that location are three ways to deter financial statement baloney (1) reduce the pressure to commit the fraud, (2) reduce the opportunity to commit the fraud, and (3) reduce the r ationalization of the fraud (Wells, 2005). However, in this instance, most if not all of the fraud committed can be attributed to demanding goals set by Penn State Bank owner, Bill Jennings.As explained by Hartman, the driving force of profit maximation created a business environment to facilitate fraud (2005). Because profit was the fix motivator, documentation was inadequate, collateral valuation and revenue recognition was overstated, and credit extension phone was unverified and inferior. Instead,Penn Square Bank should ask considered the following measuresAn oversight or review board should be been established to oversee verification of credit or collateral valuation and determine the risk associated with each loan. musical accompaniment requirements should have been heavily enforced and maintained by the review board. necessitate and loan deals should have been regulated to the office with strict documentation requirements.Disclosures should have been made forecasting the lack of loan and interest payments.Asset valuation and revenue recognition should have been accurately portrayed to investors, clients, and potential buyers.Upper management should have established company ethical standards and enforced these standards with strict consequences for irreverence without exception. Unfortunately, all the measures to deter fraud that should have been considered were undermined by the owners overwhelming demand for success. Thus, Jennings need to maximize profits and increase sales created the pressure, opportunity, and rationalization to commit each action of fraud.Dow Corning BankruptcyDow Corning Corporation is the uncollectible name in silicone and silicone-based material performance. But in 1995, the company filed for Chapter 11 bankruptcy to protect itself from lawsuits regarding their silicone-based front implants. Some advocated that the action was an effort to avoid compensating women for their injuries (Book review, 1996, p7). However, acc ording to Hartman, Chapter 11 bankruptcy is intended to protect companies from creditors man it undergoes restructuring in an effort to stave off liquidation. By doing so, the company continues business, pays taxes, and take into account jobs but is allowed time to reorganize to triumph over its economic grimness (Hartman, 2005).The ethical challenge is to use Chapter 11 as it is intended as a restructuring tool to avoid losing everything rather than file for Chapter 11 as a way of cheating its creditors out of owed money. Hartman suggests that what is ethical in regard to bankruptcy is to go beyond what the laws require and uphold the debt agreements made with creditors (Hartman, 2005). Dow Corning seemed to have that same perspective. Nine historic period later the company emerged from bankruptcy later on settling the lawsuits for a payout of $3.3 billion over the next 15 years (Arndt, 2004).During the time under Chapter 11, the company reorganizeditself to refocus silicone production to develop fabrics, materials, and pharmaceutical products (Arndt, 2004). These sales and expanding markets will help Dow Corning to pay its debts to the 300,000 women named in the settlement (Sissell, 2004). Thus, Dow Corning is Chapter 11 bankruptcy free but still upholding its ethical obligation to the wronged party and its creditors.Although Dow Cornings actions following the Chapter 11 emergence was ethically sound, its actions leading to the filing was anything but. Problems with Dow Cornings silicone breast implants began as early as 1984 when they lost a lawsuit claiming the implant caused medical complaint such as autoimmune disease.During the investigation for this lawsuit, lawyers found evidence viewing Dow Corning executives were aware of complaints from doctors, concerns about the lack of long-term testing, and cases of the implant bursting during surgery. In addition, the essay that supposedly proved the effectiveness and safety of the product revealed detrimental long-term effects on the animals under experimentation (Book review, 1996).However, throughout all the breast implant concerns, Down Corning continued to advocate the safety of their product firing as far as to hire high profile and exceedingly expensive teams of legal and public relations specialists. In addition, allegations were present of executives attempting to annul damning internal documents suggesting upper management was trying to cover up its liability in the claims. The 1984 lawsuit found Dow Corning guilty of fraud and deceit stating the company provided inferior and incomplete information by understating the risks to make an certain decision (Book review, 1996). More important, it revealed the unethical behavior of the executives and company as a whole.