Executive Summary

In Energetics meets Generex negotiation, I was acting as a Chief Operating Officer (COO) for Energetics Corporation and my opponent and my classmate Chace Eskam was acting as a COO of Generex Corporation. In this deal, as a COO I was supposed to sell the Wind energy division of the Energetics to Generex. Energetics Corporation was in desperate need of cash due to bankruptcy. Another hurdle was that I could not sell three different locations of Wind plants individually. My company needed cash within three months with no additional terms added to this deal. My another best alternative was to sell all the assets of Wind Energy division to generate some cash if deal with Generex fails in this negotiation. Our negotiation went on for 15-20 minutes during class time and deal was set in $247 millions. My opponent Chace was very tough in this negotiation to deal. He was very prepared with facts and numbers before he came to the table. My opponent asked me lot questions such as the depreciation of the property, equipment’s life, taxes etc. After having lot of discussion we ultimately came to the conclusion that Generex will pay Energetics $247 million right away in cash to purchase Wind Energy division from Energetics.

illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other

I read the book, “First, Break All The Rules: What The World’s Greatest Managers Do Differently” written by Marcus Buckingham and Curt Coffman. The book explains their views and how they hang onto their gifted workers. You should consider reading this book if you are in management. Marcus and Curt describe the myths of normal management thinking. Some of the concepts that the two describe are people are capable of almost anything, treat others as you like to be treated, and a manager’s role is diminishing in today’s economy. The authors write, “Great managers are revolutionaries." ”This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place.”

The ability to identify and solve a workplace problem is an integral managing ability. Cliffe et al.’s article, “What a Star—What a Jerk,” (2001) focuses on a manager in a new position who is having problems with an aggressive, but talented, employee. Though the difficult worker in the article is a subordinate, I view the manager, Jane, as the cause of most issues. Jane demonstrates that she is not manager material by running to her old co-worker with every problem, gossiping about her subordinates, complaining about basic managerial duties, and handling insubordination poorly. Through her behavior as a manager, Jane reminds me of Susan , a manager whom I recently had to suffer through working under. Although my situation is not exactly like that in the article, I understand how it feels to work for someone who acts inappropriately, causes conflict in the workplace, and lacks crucial leadership skills.

As a finical reporter working for business weekly I will be gathering information and writing an article which will explain the following finical administration points that have been conveyed throughout the business in its time of growth. The article will be briefly explaining the role of financial administration and its importance in the business operations, it will also reflect on the findings from the research and prepare a verdict of the reason for the downturn in the business, examine the ethics of the business and the level of disclosure of information and analyse the impact on the lives of the people affected by the closure of this business and define any relevant business terms. The article will be presented to Sunshine Coast publishing

As I take a moment to reflect on my time here, I have learned that I have traits of a Transformational Leader but that I also have room for improvement. I have highlighted areas in where I felt I needed the most improvement to become the Transformational Leader that I aspire to be. For the next three to five years, I plan to implement these changes to improve the way that I utilize the Elements of Adaptability, The Who, Stakes and Situation, Impact on Work Center Climate, and Ethical Behavior concepts. Understanding and effectively implementing these changes will make me a better leader for my subordinates, peers, and supervisors.

From the second e-Activity, suggest at least two (2) ways that your management style is likely to help or hinder you from being an

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

I really like some of the points you made from the reading. One such point was that Westwood Publishing had never laid anyone off, in its entire sixteen-year existence. While on the one hand, this shows that leadership is dedicated to their employees. This comes despite necessary changes that were neglected along the way, and that is why they are in such disarray now (Borromeo, 2014). It is important for leadership to understand that their ultimate goal is create profits for their shareholders, the bottom line. How they treat employees obviously has a say in that, however sometimes hard decisions have to be made for the good of the company. Jim Collins points out in Good to Great, that one of the fundamental factors that leads to organizational success is “first who” (Collin, 2001). This is a double-edged sword in that the most important facet of an organization is not only ensuring that the right people are put into the right leadership positions, but also that those who aren’t meeting expectations are removed from their positions before negatively affecting the company.

As a manager of Modrow Branch, Dick Spencer’s employees were resistant to his idea of change due to his overbearing attitude and the constant pressure he heaps on them to carry out activity his own way. Employees considered that he laid too much weight on their shoulders and he did not given them room to chip in ideas and this in the process made them feel over pressured resulting in frustration.

Brian Walter Jr. had a great vision of not turning into “bureaucratic, quantitatively, grey-suited manager ...”, yet the

According to Daly et al, (2009a) ‘ Managers must be able to cope with the concept of continual growth and change. This may generate excitement, but can also bring added pressure for managers as

Immediately within the first introductory chapter of Northouse’s (2016) Leadership: Theory and Practice, I learned that I have been exhibiting management traits rather than leadership traits. I have exhibited functions of planning, organizing, accomplishing activities, mastering routines, and orderliness (Northouse, 2016). I feel this has been my distinct, vital role as Assistant Director of Residential Operations & Planning. But as I have developed over the years, I am now ready to enter this leadership role and begin to master skills such as producing change, creating vision, creative thinking, and motivating intrinsically (Northouse, 2016).

The story is told from the point of view of a bright young man in search of a manager who could successfully lead and manage change. He wanted to work for and eventually become one, and so he spent many years traveling all over the world. He spoke with a wide variety of managers, but was rarely pleased with what he heard or saw. The “tough” managers ran profitable organizations at the expense of its workforce, and the opposite for those who he thought were “nice”. Just as he began to lose hope, the young man heard a story of a local manager whose employees enjoyed working with him and produced great results. To his surprise, the young man was able to schedule an immediate appointment.

economy. The immediate effects of the economic condition impact that causes physical damage in global dynamic’ ripples cascade seen around the world. There are several critical primary financial management experiences every organization must face in the wake of economic reporting such as financial planning capital budgeting and capital structure. Financial planning is probably the most dynamic of the process for a Chief Financial Officer to understand the company’s performance. All this is taking place, and an effective financial decision making requires an understanding of working goals of the organization. In other words, it relates the ability to raise funds and the ability to manage risk in buying productive assets. This is a global environment in which tomorrow’s CFOs will operate (). Focusing on approach to working compatibly within a changing environment as the organization redistributes its goal.