The Calumet Accountant February 2013 The board game Monopoly, set custom designed by artist Sidney Mobell, to honor the game’s 50th anniversary in 1985. The game is made of 18 karat gold and numerous gemstones, with 165 gems decorating the property squares, photo-etching on the "Chance" and "Community Chest" cards, and 42 full-cut diamonds marking the number dots on the die. The game has an estimated overall value of $2 million, with the set of dice alone worth $10,000. Make sure to collect your $200 as you pass “Go” if you want a chance at buying the set.
Transcript
The Calumet Accountant
February 2013
The board game Monopoly, set custom designed by artist Sidney Mobell, to
honor the game’s 50th anniversary in 1985. The game is made of 18 karat
gold and numerous gemstones, with 165 gems decorating the property
squares, photo-etching on the "Chance" and "Community Chest" cards, and
42 full-cut diamonds marking the number dots on the die. The game has an
estimated overall value of $2 million, with the set of dice alone worth
$10,000. Make sure to collect your $200 as you pass “Go” if you want a
chance at buying the set.
The Official Publication of the Calumet Chapter IMA –081 Hammond Serving Northwest Indiana and
Board of Directors --------------------------------------------------------------------------------------------------------------------------------------- 6-7
Personal Development ------------------------------------------------------------------------------------------------------------------------------------ 9
IMA and the CMA ------------------------------------------------------------------------------------------------------------------------------------ 12-20
The longest MONOPOLY game in history lasted 70 straight days.
The longest underwater game of Monopoly lasted for 45 days. The longest Monopoly game in a bathtub lasted 99 hours. The longest game in a tree-house lasted 286 hours. The longest game played un-derground was 100 hours, and the longest one played UPSIDE-DOWN was 36 hours. Fidel Castro ordered all the copies of Monopoly in Cuba to be destroyed.
Finance –February 2013
Administration and Finance
Special Activities Director
Director in charge of coordinating special events
AV Tech Director
Director in charge of locating, setting up, and running audio and visual components for special events and meetings
Communications and Community Relations
Social Media Director
Director(s) in charge of website maintenance, Facebook and Linkedin maintenance
Community Relations Director
Director in charge of community outreach and coordinating community service for the Chapter
Chapter Historian
Director in charge of maintaining chapter documents, newsletters, roster books, and other relevant me-dia
Education and Professional Development
CPE Director
Director in charge of CPE certificate maintenance and record keeping
CMA Director
Director in charge of coordinating sponsor discounts for CMA candidates and encouraging members to take the CMA exam
Academic Relations Director
Director in charge of communicating with area professors about the IMA and the Chapter, and promoting and coordinating the Chapter as guest speakers for classes and accounting groups
Open Board Positions Be a part of something exceptional. The Board of the Calumet Hammond 081 Chapter is always in search of great talent. Joining the Board is an excellent opportunity for you to showcase your talent and build your professional network. Don't hesitate, join today and help build our Chapter into something brilliant. Please contact Mark Camarena at [email protected] or Richard Mielcarz at [email protected] for further information.
Calumet Chapter IMA
http://www.imacalumet.com
IMA Calumet
Institute of Management
Accountants-Calumet
Chapter
Officers and Directors 2011—2012
Mark Camarena - President 630-530-6707 (w) [email protected] Jim Spice - Secretary 815-933-0491 (w) [email protected] Deb Heim - Treasurer 630-378-6308(w) debra.heim@patterson_medical.com Adolph Ferber - Vice President of Administration 219-322-5848 (h) [email protected] Richard Mielcarz Vice President of Communications and New Member Chair 708-799-6234 (h) [email protected] Bill Biller - Vice President of Professional Education 219-765-3587 (h) [email protected] Anthony “Fester” Fontana Vice President of Membership Retention 708-534-5000 ext 5494 (w) [email protected] Wes Christensen - Corporate and Academic Development 708-687-9087 [email protected]
Yolanda Peoples - Director of Member Participation
Warren Cebulko - Director of Program Rosters 312-808-3890 (w) [email protected] Brian Guse - Director At Large 219-362-1531(w) [email protected] Kyle Jones - Director Of Public Relations 219-616-6606 [email protected] John Kitzmiller - Newsletter Director 708-923-0558 [email protected] Adam O’Hare - Associate Director, Membership Growth and Retention, [email protected] Alan Arendt - Assistant Treasurer
Interested in joining the board?
The Calumet Hammond Chapter is always looking for new talent, consider joining and showcasing yours! Please consult page two and find
something that will make you stand out and have a good time!.
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Redail on iPhone
Open phone and tap on keypad. Tap call twice and it will retail the last dialed number. Lock iPhone Screen in Portrait
Lock your screen so it doesn’t rotate when placed on a table or when you’re lying down by double
tapping the home button to open the multitasking bar. Slide your finger to the right and find the
rotation lock icon on the far left. Tap on the rotation lock icon to lock your screen, and then tap it
again to unlock your screen.
IMA Webinar Save the Date for IMA's free Leadership Academy Webinar
Wednesday, February 27, 2013 at 1 p.m. - 2 p.m. ET
Enterprise Disclosure Management – Its Importance and Potential
Presenter: Patrizio Calitri, WW Business Unit Executive Financial Close Management IBM Software Group
Gary Simon Group Publishers FSN (Financial Systems News) FSN Publishing Limited
Event Description
Disclosure Management is now firmly established as an essential step in the financial close process but few organizations have learned to tap into its true potential on an enter-prise scale. In this session Gary Simon, describes how the market for disclosure manage-
ment applications has developed and how organizations are discovering that the same technology can not only be used to streamline external filings and reporting but also en-hance the productivity and effectiveness of internal reporting throughout the enterprise.
This presentation will allow delegates to understand how the discipline of disclosure man-agement is developing and to identify areas that are ripe for process improvement.
Price: Free CPE Credit: 1 Credit Field of Study: Business Management and Organiza-tion
2012-2013 Meeting Agenda for the Calumet Hammond Chapter of the IMA( Subject to Change ) all meeting are priced at $30 for members and $20 for
students unless otherwise marked
Tuesday February 19, 2013 Carlos Lorenzetti's in Chicago Heights IL "The Cloud" -
Todd Pombert Director of Enterprise Architecture at DeVry.
Tuesday March 19, 2013 5124 Zuni’s 5124 Pine Island Drive Crown Point Indiana: Ac-counting Showcase 4 members take questions from the audience. Seeking members
to be Panelists
In 2009, MONOPOLY and Google partner to launch MONOPOLY City Streets. The 3
month game had more than 1.4MM registered players, from across the world generat-ing 17 million visits and nearly a billion page views while purchasing nearly 9 million
streets and constructing more than 175 million buildings.
2012-2013 Meeting Agenda for the Calumet Hammond Chapter of the IMA( Subject to Change ) all meeting are priced at $30 for members and $20 for
students unless otherwise marked
April 2013- Special Event being planned possible Night at the Races at Balmoral Park in Crete IL, or Dinner and a Play at the Munster Center For the Performing Arts, or Pur-
due University Calumet in Hammond IN Management Class
May 15 2013- "Affordable Healthcare Act" at Luby’s Pub and Steakhouse, 6657 South Street in Tinley Park Illinois 60477 –Speaker: James Kennedy, Vice President, Hub In-
ternational
NOTES The chapter would like to hold a special event in Porter County and invite Purdue North Central, Valparaiso University, Ivy Tech, Indiana University Northwest and any other colleges in the area to an event. Additionally, we would like to have a reunion of the Indiana Dunes Chapter members at this event. We are asking our members in the area to recommend a restaurant with a room. Please send your suggestions of restaurants, topics and speakers you would like to have for this special event to [email protected]. The Chapter is looking for a portable microphone/speaker to help amplify presenters at Chapter events. If anyone can offer any expertise in this area or would be willing to
As a means of attracting more tourists to
their casino, Bally's constructed a life-
size Monopoly game board on the board-
walk in front of their casino. Bally's is lo-
cated at Boardwalk and Park Place, the
two most expensive properties on the
Monopoly game board.
New Year's Resolution, by Melissa Leonard, Gleim Chapter Coordinator It is that time of year again. Not everyone starts the year by making a New Year's resolution, but I say there is no time like the present to set goals for what you want to accomplish in the year to come. You may set a goal to become a CMA or maybe to finish all your CPE well before the end of the year (nobody likes spending the holidays cramming in hours of continuing educa-tion). I know in the past I have shared my tips on how to make goals and keep them. Now would be an ideal time to revisit these tips and even update them a little.
1. Think positive. A positive, can-do attitude is a neces-sary first step for success. 2. Make your goal realistic. Don't set unrealistic goals that set expectations too high because you will only become discouraged when you aren't able to meet them. On the other hand, don't set too low of expec-tations, as that will lead to
to ensure your success on the CMA exam! Working to-gether, we will provide the necessary tools to prepare you for this difficult exam. Visit gleim.com/IMAChapter for more infortion on how Gleim can help further your professional development. As a Calumet Chapter mem-ber, you receive significant discounts on the Gleim CMA
or get a promotion, and you will gain a sense of accom-plishment and pride for passing this difficult exam. In the area where you study, keep a picture of the car you want, your dream vacation spot, or your family as a reminder of what will be accomplished once you pass the exam. When you grow weary of studying or making sacrifices, look at these and find the motivation to continue on with your studies. And for those who need to complete CPE by the end of the year, keep reminding yourself of all the time you will have at the end of the year to enjoy New Year's cele-brations, family gatherings, and other festivities. Gleim is committed to helping you accomplish your goals in 2013. Your Calumet IMA Chapter has partnered with Gleim
procrastination and ultimately to failure in accomplish-ing your goals. 3. Write it down. Put your goal on paper and map out how many hours per week you are going to devote to studying or how many hours of CPE you will complete each month. 4. Share your plans. Tell your friends and family that you may need to sacrifice time with them in order to pass the CMA exam. Remind them that a CMA certifica-tion will lead to better job security and the likelihood of a raise, and I guarantee most will gladly let you off the hook. 5. Reward yourself. Candidates have shared stories of rewarding themselves with an ice cream or a small treat, and others reward themselves by having a night out with friends. Any reward will do, but it works best to determine what the reward will be before you start so you have something to look forward to. 6. Be flexible. If your plans change or all the little things in life get in the way, keep an open mind, adjust your schedule, and keep working toward those goals. 7. Stay motivated. Remember, after you pass the exam, you will make more money, it will be easier to find a job
Review materials and Gleim CPE. Contact Melissa Leo-nard at 800.874.5346 ext. 131 or m e l i s s a . l e o n a r d @ g l e i m . c o m <mailto:[email protected]> to take advan-tage of the offer or if you have any questions.
The Institute of Managerial Accountants (IMA) represents more than 60,000 accountants and financial professionals worldwide. The majority of these professionals work inside businesses and organiza-tions. They comprise the essential elements of financial management, organizational development, integrity, ethics and governance, and short and long term business goal management.
The Certified Management Accountant Credential (CMA) offered by the IMA is an advanced profes-sional certification that reflects the necessary accounting and financial management skills demanded in today’s business environment.
The CMA exam was first offered in 1972. Today over 30,000 accountants and financial professionals have earned this highly recognized and global title.
Professionals who have earned the CMA hold key management roles at top multinational firms and offer their companies the real world relevance, critical knowledge, and leadership abilities to compete in today’s dynamic global business environment.
For further information please contact Richard Mielcarz Vice President of Communications and New Member Chair 708-799-6234 (h), epost: [email protected] or Wes Christensen - Corporate and Aca-demic Development, 708-687-9087, epost: [email protected].
CMA:
The Essential
Credential
Member Profile
How Do I Update My Member Profile at the IMA?
It's as easy as 1,2,3 to update your member profile at the IMA Website.
1. Go to the IMA website at www.imanet.org and log into your account .
2. Login with your member number and passcode. If you lost your member number or don't know it, email Dick Mielcarz
at [email protected] and he will forward it to you. If you have never registered on the site, then the initial password is your last
name. You will be prompted to create a new password.
3. Click on the "My Profile" link next to your name at the top of the page and edit your pro-file. Be sure to keep your information including any email changes current so we are better
able to keep you apprised of any Chapter happenings.
Source: Institute of Management Accountants, Inc. Montvale New Jersey www.imanet.org/ima_home.aspx
IBM Finance Forum: Chicago, IL - March 13, 2013 IMA members: register now. The forum is complimentary, but space is limited.
Chicago Cultural Center 78 East Washington St Chicago, IL 60602
5:30 pm to 9:30 pm
In today’s business world, heightened uncertainly and risk are normal. Volatility in such areas as consumer demand, commodity prices, and exchange rates makes it difficult to pinpoint how to drive profitable growth. To stay competitive, finance organizations must adapt by weaving new analytics tools and disciplines into the fabric of their business.
That’s why your attendance at IBM Finance Forum 2013 is so important. This complimentary VIP
dinner event will focus on helping finance organizations use analytics to anticipate outcomes, adapt
to risk, and enable effective decision making. During the presentations, you’ll hear directly from
industry experts and learn about best practices in business analytics as well as the latest IBM solu-
tions, helping you improve visibility, insight and control over performance, governance, and risk.
Attend—at no charge—and you can learn effective strategies to help you:
Performance reporting, analysis, and scorecarding
Narrative reporting and disclosure management
Incentive compensation management
Risk management
Planning, budgeting, and forecasting
Finance Forum is complimentary, but space is limited so register today.
Retrospective: Ida Tarbell: Excerpts from The History of the Standard Oil
Company (1902-1904)
Ida Tarbell published a 19 part series in McClure’s Magazine beginning in November of 1902 ex-posing Standard Oil’s monopolization of the U.S oil industry. By 1909 the U.S. Government had sued Standard, and by 1911 it was ordered disbanded by the United States Supreme Court.
Rockefeller’s rise:
The strides the firm of Rockefeller & Andrews … were attributed… mainly to [his] extraordinary capacity for bargaining and borrowing. Then its chief competitors began to suspect something. Rockefeller might get his oil cheaper now and then, they said, but he could not do it often. He might make close contracts for which they had neither the patience nor the stomach. He might have an unusual mechanical and practical genius in his partner. But these things could not explain all. They believed they bought, on the whole, almost as cheaply as he, and they knew they made as good oil and with as great, or nearly as great, economy. He could sell at no better price than they. Where was his advantage? There was but one place where it could be, and that was in transportation.
The South Improvement Company scheme:
For several days an uneasy rumor had been running up and down the Oil Regions. Freights were going up. Now an advance in a man's freight bill may ruin his business; more, it may mean the ruin of a region.
On the morning of February 26, 1872, the oil men read in their morning papers that the rise which had been threatening had come; moreover, that all members of the South Improvement Company were ex-empt from the advance. At the news all Oildom rushed into the streets. Nobody waited to find out his neighbor's opinion. On every lip there was but one word, and that was "conspiracy."…
For weeks the whole body of oil men abandoned regular business and surged from town to town intent on destroying the "Monster," the "Forty Thieves," the "great Anaconda," as they called the mysterious South Improvement Company. Curiously enough, it was chiefly against the combination which had se-cured the discrimination from the railroads--not the railroads which had granted it--that their fury was directed. They expected nothing but robbery from the railroads, they said. They were used to that; but they would not endure it from men in their own business.
The aftermath of South Improvement Company scheme:
No number of resolutions could wipe out the memory of the forty days of terrible excitement and loss which the region had suffered. No triumph could stifle the suspicion and bitterness which had been sown broadcast through the region. Every particle of independent manhood in these men whose very life was independent action had been outraged. Their sense of fair play, the saving force of the region in the days before law and order had been established, had been violated. These were things which could not be forgotten. There henceforth could be no trust in those who had devised a scheme which, the producers believed, was intended to rob them of their business.
The oil boom:
The oil men as a class had been brought up to enormous profits, and held an entirely false standard of values. As the "Derrick" told them once in a sensible editorial, "their business was born in a balloon going up, and spent all its early years in the sky." They had seen nothing but the extreme of fortune. One hun-dred per cent per annum on an investment was in their judgment only a fair profit. If their oil property had not paid for itself entirely in six months, and begun to yield a good percentage, they were inclined to think it a failure. They were notoriously extravagant in the management of their business. Rarely did an oil man write a letter if he could help it. He used the telegraph instead. Whole sets of drilling tools were sometimes sent by express. It was no uncommon thing to see near a derrick broken tools which could easily have been mended, but which the owner had replaced by new ones. It was anything to save bother with him. Frequently wells were abandoned which might have been pumped on a small but sure profit.
The simple fact was that the profits which men in trades all over the country were glad enough to get, the oil producers despised. The one great thing which the Oil Regions did not understand in 1872 was economy.
The hushing of the Oil Regions:
The great human tragedies of the Oil Regions lie in the individual compromises which followed the public settlement of 1880. For then it was that man after man, from hopelessness, from disgust, from ambition, from love of money, gave up the fight for principle which he had waged for seven years. "The Union has sur-rendered," they said, "why fight on?" This man took a position with the Standard and became henceforth active in its business; that man took a salary and dropped out of sight; this one went his independent way, but with closed lips; that one shook the dust of the Oil Regions from his feet and went out to seek ‘God’s Country,’ asking only that he should never again hear the word ‘oil.’ The newspapers bowed to the victor. A sudden hush came over the region, the hush of defeat, of cowardice, of hopelessness.
Rockefeller’s genius:
With Mr. Rockefeller’s genius for detail there went a sense of the big and vital factors in the oil business and a daring in laying hold of them which was very like military genius. He saw strategic points like a Napoleon and he swooped on them with the suddenness of a Napoleon. Mr. Rockefeller’s capture of the Cleveland re-fineries in 1872 was as dazzling an achievement as it was a hateful one. The campaign … viewed simply as a piece of brigandage, was admirable. The man saw what was necessary to his purpose and he never hesitated before it. His courage was steady--and his faith in his ideas unwavering. He simply knew what was the thing to do, and he went ahead with the serenity of the man who knows.
Rockefeller and public opinion:
Little by little as the public began to realize the compactness and harmony of the Standard organization, the ability of its members, the solidity of the qualities governing its operations, they began to forget its his-tory…they began to accept the Standard’s explanation that the critics were indeed "people with a private grievance," "moss-backs left behind in the march of progress." It looked more and more to the outsider as if henceforth Mr. Rockefeller was going to have things his own way, for who was there to interfere with him, to dispute his position? No one, save that back in Northwestern Pennsylvania, in scrubby little oil towns, around greasy derricks, in dingy shanties, by rusty deserted oil stills, men still talked of the iniquity of the railroad rebate, the injustice of restraint of trade, the dangers of monopoly; still rehearsed with tiresome persistency the evidence by which it had been proved that the Standard Oil Company was a revival of the South Improvement Company.
Rockefeller’s character:
Now, it takes time to secure and to keep that which the public has decided it is not for the general good that you have. It takes time and caution to perfect anything which must be concealed. It takes time to crush men who are pursuing legitimate trade. But one of Mr. Rockefeller’s most impressive characteristics is pa-tience. There never was a more patient man, or one who could dare more while he waited. The folly of hur-rying, the folly of discouragement, for one who would succeed, went hand in hand. Everything must be ready before he acted, but while you wait you must prepare, must think, work. "You must put in, if you would take out." His instinct for the money opportunity in things was amazing, his perception of the value of seizing this or that particular invention, plant, market, was unerring. He was like a general who, besieg-ing a city surrounded by fortified hills, views from a balloon the whole great field, and see how, this point taken, that must fall; this hill reached, that fort is commanded. And nothing was too small: the corner gro-cery in Browntown, the humble refining still on Oil Creek, the shortest private pipe line. Nothing, for little things grow.
