Reference no: EM133826319

Question

Well, as Brockman's Chief Accountant, I probably shouldn't get unprofessional with my reply, so a lot of what I said above will be... let's say "watered-down." Tactful. I'd probably start with a flat "no, that's not a good idea." Then explain how such a decision would be unethical. Both how and why. Calmly, politely as I can. When all that is said and done, she'll likely ask me what my recommendation would be. Alternatives. After all, the company's already in a tight spot, and I just shot down the only idea that might've had an impact. So what might actually be a good idea? There are a few things that come to mind. None of them are massive leaps in-and-of-themselves, but they'll add up, if done correctly. See, it's all about efficiency and cost-saving. Improving the management and production techniques, procedures, and perhaps re-evaluating whether some of the purchased equipment is actually making improvements. If the old equipment is doing just as good a job, and isn't in danger of falling apart on you, then maybe you should reimplement the old equipment. Either selling the redundant, newer equipment back, or shelving it to use down the line when the old equipment does break down. There's also taking a look at the necessary manpower and labor for the company. Sure, getting rid of jobs is usually not so great (it definitely doesn't look good, at least), but if those people are coming to work and doing virtually nothing.