Case Study
Scenario by
Beatrice R. Floyd
Vision Statement

The vision of management is to find solutions to saving
funds

Promote strategy for the business

Increase communication levels within the organization
Goal and Objective

Resolve and verify the vision of management.

Share cooperation styles of business.

Communication levels.

Accounting practices.

Profit structure.

End results.
Today’s Situation

The situation within this organization was mainly
management capabilities.

CEO’s truly don’t know how to fulfill their role without the
assistance of others.

Managers cannot function without a team.

Management has issues with communicating properly.
How Did We Get Here?

The company ended up in the current situation due to
complex financial issues.

Original assumptions that are no longer valid.

Misguided data regarding the company.

Too many chiefs and not enough Indians.
Available Options

Share the new vision of the newly elected CEO.

Advantages include derivatives and hedges which
means there’s a contract between two or more
parties.

It’s value is determined by fluctuations in the
underlying asset while protecting the corporation.
Recommendation
Styles by the new CEO should be attempted.

Use the vision proposed by the new CEO.

Seek proper training and enhancement for the employees.

Use various styles as presented in the Case Study
Corporate senior management
style

The CEO received a memo from the accounting
department about potential problems concerning
how the derivative model was constructed and no
action was taken.

These actions resulted in the company being
questioned about accuracy of quarterly sales,
skewed data and the corporations future.
Cooperation senior management style cont’d.

The new CEO’s vision was to use complex
financial instruments to absorb the risk of the
cost of and price swings for the organization.

The new CEO’s vision was also to verify which
plan would work best.
Authoritarian Management Style

A common style and is defined as having a
manager at the head of the firm who decides the
policies for all managers.

Managers who operate with this style expect
employees to complete task given to them in
ways that have been outlined by senior
management.
Management style

Senior managers tend to assign duties to their
employees without knowing the duties
themselves, meaning the actual responsibilities
assigned.

There’s no room for employee autonomyemployees know what they need to do, how they
need to do it and when it needs to be done.
Autocratic Management Style

This style exists when the manager makes
unilateral decisions with little or no regard for
their employees.

In these situations , the decisions are a reflection
of the manager’s personality and their opinions.
Autocratic Management Style:
contd

While an autocratic manager may appear to have
a well-managed group of employees or business
as well as project an aura of confidence, this
management style can be stifling for employees
who crave a level of autonomy.

Reference:

http://mba-online-program.com/managementtheories-styles#izz2aYF7ALnl
Accounting Practices

The accounting practices Resources Unlimited
Corporation had, was a major problem for the
company and their accountants.

Due to the lack of senior leadership, the talk in
the media centered on the corporate profits being
considered unrealistic.
Accounting Practices

The quarterly profits of gas and oil accounts as well were a
major concern as well.

There was also accounting practices dealing with a
discrimination law suit over salary.

The law suit brought major attention and concern for the
organization.
Major concerns

There were four major concerns within the
company regarding their accountant:

Is the information being reported in the media
accurate regarding quarterly sales\?

Were the reports based on skewed data alone?

What baseline was Wall Street going to grade the
corporation’s future earnings?
Profit Structure

The profit structure was “unrealistic” according
to the quarterly profits of data from 1986 to 1988.

The company’s issue with profit structure took
notice when internal analysis projections were
displayed about the oil accounts.

There was no real accuracy reported throughout
the year.
More on Profit Structure

The company needed to be more accurate
regarding their information and all data collected.

The company could not estimate the variant
number of gas accounts for the same period of
accuracy in question.

The necessity of accuracy within a business is
very important.
Communication Levels

The lines of communication were very limited and
showed that the CEO only produced one way
communication:

One-way communication is linear and limited
because it occurs in a straight line from sender to
receiver and serves to inform, persuade or
command others.

Wall Street asked about information on the
number of gas and oil accounts the corporation
had, and was expected to have them updated and
accurate within two years.

The accountants were facing issues and informed
the CEO who took no action towards this matter.

The corporation also faced a continuous problem
, dealing with discrimination which was not good
for the company.
Conclusion

The CEO had a clear vision, that being to get
gainful employment for their employees.

Resolve the pending discrimination law suit
issues.

Find ways of keeping better records and reports
for the business.

Allow their employees to seek the training
necessary to complete their jobs accurately.

Always keep lines of communication flowing.
References

Corporation Case Study week Nine.

Cooper, Donald R. & Schindler, Pamela S; (2011) Business Research
Methods, McGraw-Hill Irwin. New York, NY.

http://www.mba-online-program.com/management-theoriesstyles#izz2aYF7ALnl