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Preventive controls combating fraud and corruption risks can commence right from the start of employment, at the point of recruiting and hiring potential employees. An anti-fraud preventive measure is to embed fraud controls into the recruiting and hiring process. Companies can do this by assessing candidates from an ethical perspective in the interview screening process. For this to be effective, the company should be prepared to walk away from making an offer to candidates who meet all the requirements of the role but have questionable attitudes toward ethics and integrity. The University of Notre Dame s Institute for Ethical Business Worldwide has developed ethical guidance for recruiters and job applicants. Ethical Business Practice: Importance for the Recruiting Process gives examples of ethics questions recruiters and candidates can ask to help them make an ethically-informed recruiting decision. In addition, detailed background and reference checks prior to hiring can act as a good fraud preventive control. After the recruiting and hiring process, on-going fraud awareness education, including active education about the red- ags of fraudulent or corrupt activity and measures employees can take to prevent such schemes, can equip employees with knowledge to help prevent and detect fraud and corruption. Background checks can also be a crucial part of the due diligence process that is a normal part of any proposed acquisition or merger. Our colleague Wendy Schmidt has been retained to conduct extensive background research for global businesses that are interested in acquiring or investing in other businesses, often in distant countries. I remember a case involving a large rm that was trying to invest in a smaller company in Southeast Asia. Our research turned up local newspaper stories linking the smaller company to an alleged plot to

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that quality of work life or lack of professional autonomy could be the problem. Using a political frame, trustees might regard a controversy over a college mascot as a power struggle among constituencies, while a symbolic frame would highlight the signal transmitted about diversity. In short, frames rule. 3. Thinking retrospectively. We are all conditioned not to dwell on the past or let the organization get stuck in the past. We tend to believe leaders should be out ahead, drawing people into the future through forward thinking. But people actually make sense by thinking about the past, not the future. By the time they are framed, the cues and clues we rely on for sense-making are in the past. This insight threatens nearly all the assumptions and practices of formal strategy development. Sense-making advocates like Weick discount future-oriented strategy work the forecast-

cable. If a 40-conductor cable (the standard IDE/ATA cable) is in use, the interface will disable transfer speeds of 66 MHz or higher.

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Using the equal sign in the argument is optional. The following formula has the same result:

von Maltitz, G.P. and Shackleton, S.E. (2004) Use and management of forests and woodlands in South Africa: stakeholders, institutions and processes from past to present. In: Lawes, M.J., Eeley, H.A.C., Shackleton, C.M. and Geach, B.G.S. (eds) Indigenous Forests and Woodlands in South Africa Policy, People and Practice. Scottsville: University of KwaZulu-Natal Press, pp. 109 135.

There are four losses in 12 months. A simple measure of the probability of loss is 4/12 = 33.3 percent.

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