Aes-Telasi: Power Trip or Power Play?

This case focuses on David Sokol, an executive who has made a “name” for himself in recent years within the energy industries. After becoming recognized as a successful “turnaround” agent for troubled companies, Sokol was hired in 1992 to serve as the chief operating officer of JWP, Inc., a large, New York-based conglomerate. At the time, JWP had an impressive history of sustained profits and revenue growth that was being threatened by the company’s far-flung operations and unwieldy organizational structure. Unknown to Sokol, JWP’s impressive operating results over the prior few years had been embellished by the company’s

The companies then purchased about thirty-five million acres of land which they then sold to the public and other land companies, and made tons of profit from this. This fraud eventually reached the public eye, and by 1796 most of the involved legislators had deserted Georgia. Today there is one company that aims to increase the awareness of political and all other types of corruption in the world, its name is Transparency International. Transparency International has visited almost every country in the world(exceptions include North Korea and Somalia) and done extensive research into the corruption of that country. They take surveys and polls about corruption in order to figure out which countries are least corrupt and which are most corrupt. They have ranked every country in the world based on their research and polls. Through this research they have learned what countries do that only increase the corruption, and what measures other countries have taken to try and prevent corruption. There are three countries that tied for least corrupt overall by their measurements and those countries are Denmark, Finland and New Zealand. There was also a three way tie between Somalia, North Korea, and Afghanistan for most corrupt all around. On this list, that was recently updated in 2013, the United

The Soviet Union invaded Afghanistan just to see themselves as the big “Losers” of the war. The defeat of the Soviet Union in Afghanistan was a serious blow to the prestige of the Army, to national pride and faith in the soviet political leaders. The scars it left on many of the remaining soldiers created social and political problems. A reform of the military was necessary. In the midst of all these turmoil, “there was also corruption and inefficiency within the states bureaucracy” (p.3 smitha.com) and nothing seemed to get done. The soviet people and some Eastern European countries were fed up of all these ongoing problems the Soviet Union was facing. The soviet people were fed up with the high communist party which stood ground and dominated the entire soviet politics, as this was the only party in the states since Stalin’s regime. The party had become rigid and corrupt which discouraged younger party members who saw little chance of advancement. At this stage corruption was the order of the soviet system of government which buoyed lack of commitment to the government.

The three managerial practices that were responsible for Dylan’s incident and the contract are Company K’s organisational structure, organisational culture and lack of sufficient information within the organisation. Regarding organisational structure, it is evident that the centralised form of organisational administration significantly contributed to the issue at hand since all branches had to take orders from the Japanese headquarters hence lacking the autonomy to make any business decisions on their own. The lack of autonomy to make decisions is clearly the reason for the issue since Dylan was

One of the most important events that had occurred in the state of Georgia that would forever shape its history begun shortly after the American Revolution. When the cotton gin was invented, Georgia’s economy had transformed into a cotton and tobacco based plantation economy. In order to keep with the demands of the economy and citizens, Georgia had adopted the Headright System. The Headright System granted every head of household large acreages of land, which would quickly replace the small farms in Georgia. Then in 1783, the Treaty of Paris had formally ended the American Revolution. Although the war had ended, the nation was still troubled with various issues. The state of Georgia would see shortly after the Revolutionary War that although the Treaty of Paris had given the Floridian territory back to Spain, they were to be left to settle an international dispute once Spain asserted their ownership of land east of the Mississippi and north of the Yazoo River. Georgian’s who were eager to purchase the large amounts of land found west of the Mississippi to either begin plantations or to sell lands to planters. This would soon cause the climax of much trouble in Georgia when state legislators and land companies would work together to essentially set the prices to sell the land in what would be known as the “Yazoo Sale” scandal, which would indirectly result in the Trail of Tears. The most important themes and trends in Georgia’s history from the end of the American

Poor Communication & Coordination - Overall, it’s fair to characterize the relationship between Ashmark and RS as “dysfunctional interdependence.” The companies failed to develop the close communication and coordination necessary to ensure two-way success. Ashmark was careless in its relationship management of what should have been a mutually beneficial strategic partnership with RS, and RS chose not to express the adverse impact of Ashmark’s decisions or the severity of its issues so

due to Georgia’s unwillingness to agree to any real restrictions on water use by metro Atlanta. This paper will outline why new

Water governance in this case is not limited to even the state of Georgia’s government to handle despite most of the system traveling through Georgia. Controversy arises

In its Ethics of Dissent- Managing Guerrilla Government, Rosemary O’Leary provides a sobering description on bureaucratic sabotage in federal government through stories of dissenting public officials named as “guerrillas” or “administrative guerrillas”. Guerrillas are the one who engage in irregular warfare as a member of an independent unit and they are the one who are willing to see the change in the public organizations (pg. 4). Dissatisfaction from the actions of public institutions makes the guerrillas to work against the wishes of superiors or organizational norms either implicitly or explicitly and to make a push back against the management to do what they believe is the right thing which can be termed as “guerrilla government” (p. xi). According to O’Leary majority of the guerrilla governments occur because of the inevitable tension between bureaucracy and democracy that will never go away and they are undetectable because of uninvolving world of bureaucracy (pg. 3, 8). This tension in turn create ethical and management challenges including the harsh realities which all the public servants must learn to steer.

Using the mafia analogy it is clear to diagnose what is wrong with the strategic decisions that have been made in the past and are still being made now in regards to, how governments and EHMs leave behind trails of blood just as Mafia bosses can in order to carry out their business. But the “model citizens” who are in disguise such as EHMs are seen in a completely different light in that to crime lords.

Husky Energy Inc. is a recognizable company to many Canadians. Most people just know it as “The Husky” and see it as just merely an oil company that is operated through North America. Although Husky Energy Inc. is based in Alberta and Saskatchewan, it is a worldwide enterprise. “China, Greenland, and Libya” all have Husky Energy within their countries (Husky Energy Inc.). The now privately owned business is valued at “28 billion as of October 2009” (Warnock, 1) and is growing exponentially. They are continuing expansion, becoming much more than a gas and oil supplier. They understand the changes are essential in being a successful corporation.

The case study of NewGrade Energy is based on data analysis from 2009. A privately owned company located in Regina, Saskatchewan that operates heavy oil upgrader, The Company’s ownership structure consists of the Government of Saskatchewan and Federated Co-Operatives Limited each owning 100% of the company and Crown Investment Corporation (CIC) and Consumer’s Co-Operative Refineries Limited (CCRL) both owning 50% (Ivey, 2009). At the time of its $ 770 million dollar, inception in 1988 CIC and its third-party lenders financed $150 million to the project and the government of Saskatchewan and Canada guaranteed the capital venture (Ivey, 2009). The

Which Countries are involved in this case? Describe the diplomatic relations between those countries? Are there any trade agreements, policies, sanctions, political circumstances, or diplomatic issues which would impact management’s decision to enter the market?

Power Failure: The Inside Story of the Collapse of Enron, Mimi Swartz and Sherron Watkins, 432 pages, March 25, 2003, Crown Publishing Group, ISBN: 978-0-767-91368-3

It isn’t uncommon for international governments to seize control of a business if they determine it is their best interest to do so. However, there is an opposite example: In June 2010 Kyrgyz authorities nationalised two commercial banks Asia Universal Bank (AUB) and Manas bank specializing on loans. AUB lost $480mln. EBRD financed the representative of the Global witness (UK) who investigated illegal financial transactions including the withdrawal of funds to offshore companies and money laundering. A large-scale investigation has revealed that billions later appeared in the accounts of offshore companies outside Kyrgyzstan, including UK, were transferred through AUB. Approximately 10% of the state’s assets left the bank through international wire transfers. The interim government was forced to nationalize AUB and divide its assets into two separate banks.