Max is a successful financial officer at a New York-based company that recently acquired a banking institution in two southern states. Max will take over

the recently acquired southern footprint as the new regional CEO.

The newly acquired banking institution has a long-standing reputation as a friendly institution with traditional values, and it prides itself on its exemplary customer service. The current staff has prepared a comprehensive package outlining the bank's vision and key customer success stories that demonstrate their commitment to exemplary service and low customer and employee turnover.

It is Monday morning and Max has called a meeting at 8 a.m. Max arrives at 7 a.m. and is surprised to find only a couple of employees in the building. Max begins the meeting at 8 a.m. sharp, and the auditorium seats are half-filled. Max is perplexed at the turnout but begins the meeting. "Shareholder value is what it's all about. We are the stewards of this organization, and we have a responsibility to the shareholders."

Silence echoes in Max's ears. He continues by stating, "I expect total dedication. If you cannot commit to our new vision and strategies then this is not the right place for you. Commitment starts by being on time." Max motioned to the staff standing next to the auditorium doors to close the doors. "If you can't be here on time, then you can't play in our sandbox."

Later that afternoon, Max met with the executive team and outlined the strategies, goals, numbers, and deadlines. A meeting was held with senior staff members responsible for reporting progress. Market growth numbers were up, and new business numbers were increasing.

A quarter later Max had the quarterly report results. The region was on target. However, turnover increased 25 percent. Involuntary turnover was up 10 percent. Previous customer numbers were decreasing, and customer complaints were increasing. He reviewed the report

with his staff. When he asked for input, his request was greeted with silence. He sensed an uneasy feeling in the room.

Questions:

1. Did Max show Emotional Intelligence in dealing with his team? Why or Why not?

2. Is Maxs management style sustainable? If he continues to manage his team this way

3. If Max received Emotional Intelligence training what could he do to adjust?

Sales projections are best derived from: Multiple Choice internal and external factors. internal factors / The banks economic forecast. O external factors 2 Check my work Ed's Waterbeds has made the following sales projections for the next six months. All sales are cred sales 0 oints March Apr 11 May $42.000 June 43,000 July 37,000 August $ 46,000 54.000 56,000 eBook Sales in January and February were $45,000 and $44,000 respectively Deferences Experience has shown that 10 percent of total sales are uncollectible, 30 percent are collected in the month of sale 40 percent we collected in the following month, and 20 percent are collected two months after sale . Prepare a monthly cash receipts schedule for the firm for March through August Farbed Cach Receipts Schedule January Tebruary Hesh Sales 45000 5 Collections of current sales Collections of prior month's sales Collections of sales 2 months earlier Total cash receipts