Read the attachments below and answer discussion questions to both Part I and Part II.

(This was posted a few days ago and still was not answer. All necessary information is included so please do not use that as an excuse again. Thanks.) Questions are listed below both fact patterns of Part I and Part II but I will write them out for you.

Part I:

1. What is the authoritative literatire that Reggie Lewis should have reviewed in judging whether MiniScribe's revenue recognition practices were consistent with GAAP? Based on your review of the literature, do you agree with Reggie or his superior?

2. Assume you are in Reggie's position. What would you do in the above situation? Explain in detail the rationale that supports your decision. As a part of your explanation, include a discussion of the major stakeholders of the company who would be affected by your decision.

Part II

1. What were the possible courses of action for Reggie Lewis? Assume you are in Reggie's position, which course of action would you take?

2. As an employee-accountant, was Reggie legally or professionaly obligated to blow the whistle about what was happening at MiniScribe? Did Reggie have an ethical obligation to blow the whistle?

MINISCRIBE: A CASE OF BUSINESS ETHICS Zhemin (Jamie) Wang, Assistant Professor North Dakota State University, Fargo, North Dakota Kenton D. Swift, Assistant Professor Montana State University, Bozeman, Montana Michael Garrison, Associate Professor North Dakota State University, Fargo, North Dakota Wayne Schmaltz, Manager Charles Bailly & Company PLL.P. Fargo, North Dakota Janice Glatt. Senior Lecturer Paulette Letnes, Lecturer North Dakota State University, Fargo, North Dakota PART 1 Reggie Irwis to work for Miniscribe Corporation, a leading supplier of Winchester hard-disk drives, in early 2007. Reggie was excited to be working for one of the top growth companies in the electronics industry and was looking forward to rapid career advancement with Almost immediately after beginning work at MiniScribe, Reggie felt the pressure for sales growth from e senior management, particularly from Mr. Wiles, the chairman of the board and chief executive officer (CEO) of MiniScribe. Reggie learned that Mr. Wiles came to Miniscribe as its CEO in early2005 in a financial agreement with Hambrecht & Quist, a venture capital firm. At that time, MiniScribe, a high growth company, was in a severe liquidity crisis and Mr. Wiles, who had a proven track record for tuming around was brought in to fix liquidity problem. However, turned out that Mr. Wiles was more than interested in merely turning the company around Instead, he wanted to be remembered as made MiniScribe a billion-dollar company," which was a rather ambitious goal for a company with sales of million in 2004 driving force, and Since Mr. Wiles' arrival at Miniscribe, sales objectives had become the company's aggressive management targets a company-wide obsession. This obsession, along with remarkable style, created a "pressure cooker environment. The environment, however, produced The company returned to profitability shortly after Wiles' arrival. Sales increased by 50 percent in two years, with a reported net income of $22.7 million in 2006 During the first few months Reggie worked at corporate controller's office, h found some of Miniscribe's revenue recognition practices troublesome. Specifically, Miniscribe booked sales at the time tieuner