ou are an accountant in the budgetary, projections, and special projects department of Fernetti Conductor, Inc., a large manufacturing company. The president, Richard Brown, asks you on very short notice to prepare some sales and income projections covering the next 2 years of the company's much heralded new product lines. He wants these projections for a series of speeches he is making while on a 2-week trip to eight East Coast brokerage firms. The president hopes to bolster Fernetti's stock sales and price.

You work 23 hours in 2 days to compile the projections, hand-deliver them to the president, and are swiftly but graciously thanked as he departs. A week later, you find time to go over some of your computations and discover a miscalculation that makes the projections grossly overstated. You quickly inquire about the president's itinerary and learn that he has made half of his speeches and has half yet to make. You are in a quandary as to what to do.

Instructions:

So I read this case and obviously it stated in such a way to put you in the Accountant's point of view. I think the choice for that person is quite obvious. It is in my opinion difficult to even imagine being in that kind of situation and from our external view the right choice is very simple. The accountant has a responsibility to alert the President of this mistake. So let's pretend we are the President and we have received this information. What should we do about these two problems. 1. Half of the speeches have been delivered with inaccurate and misleading information. 2. How do you deal with the accountant?