首页
登录
职称英语
Read the article below about a technology company and the questions on the oppos
Read the article below about a technology company and the questions on the oppos
游客
2025-05-19
19
管理
问题
Read the article below about a technology company and the questions on the opposite page.
Critical Path
When David Hayden realised his company was heading for trouble, he took drastic measures to get it back on track
David Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents. Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. ’Those guys didn’t understand the product or the sector,’ says Hayden. ’The heads of department didn’t communicate and they didn’t lead.’ But what was worse, Critical Path had lost the goodwill of its investors.
Hayden knew that bringing the figures under control would be a vital step in the company’s turnaround. ’You’ve got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn’t have bad feelings about me. I told them that I knew I could get the company on its feet again.’ He was authorised to make whatever changes were required, and his first act was to find people within the company he could trust and put them in charge.
The next thing Hayden had to tackle was morale. ’Everyone left the office at five on the dot-they couldn’t get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.’ In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility. But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. ’A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,’ is his message. ’Or if you often have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.’
By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. ’One thing that helped save us was that our technology worked,’ says Hayden. ’With 20 million email accounts, we never lost a single major client because the product kept on working.’ With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. ’It was time to go,’ he says. ’I’m not a turnaround specialist. I prefer start-ups.’ [br] Which of the following situations did Hayden face at Critical Path in 2001?
选项
A、The employees were worried about job security.
B、The investors were calling for changes to the company structure.
C、The management was misleading the staff about the company’s position.
D、The board of directors did not realise the scale of the company’s problems.
答案
A
解析
转载请注明原文地址:http://tihaiku.com/zcyy/4083513.html
相关试题推荐
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
ReadthearticlebelowaboutamanufacturingcompanycalledLebrun.Inmostoft
DevelopingaMissionStatementAcompanymissionstatement
Readthearticlebelowabouttimemanagementandmoney.Inmostofth
随机试题
挂接在总线上的多个部件()A.只能分时向总线发送数据,并只能分时从总线接收数据
阿司匹林的片剂在空气中放置一段时间后,颜色会变黄→红棕色,原因是A.聚合 B.
重型胎盘早剥与先兆子宫破裂共有的临床表现是A:合并妊娠期高血压疾病 B:剧烈腹
下列不属于遥感不足的表现的是()。A.图像判读、解译后获得的往往是对地物的
下列对于写字楼租赁合约中的条款规定说法正确的有()。A:折让优惠是业主给租户提供
被认为是加强党的建设特别是领导班子、领导干部思想政治建设的一次创造性探索和成功实
根据《建筑安装工程费用项目组成》(建标[2013]44号)的规定,计算安全文明施
(2019年真题)多孔标准跨径总长为500m的桥梁属于()。A.特大桥 B.大
(2013年真题)根据《计量法》,关于计量器具使用的说法,正确的是()。A.计
下列不属于专属管辖的是()。A.房屋买卖纠纷 B.知识产权中的财产纠纷 C.
最新回复
(
0
)