To prepare for this assignment, read this short scenario paying particular attention to the questions at the end of the scenario. You should assume that you have been long-time friends with Don Anglos and his organization. In a social setting (over a friendly dinner) he has shared this scenario with you and has asked your advice in answering several questions and that you must advise him on what to do.

1. What steps in the decision-making process have Don Anglos and Pinnacle already taken? Which ones have they not completed? 2. Which decision-making style best describes Don's approach? Which style best describes Sam Lodge's approach? 3. What leadership style is Anglos employing? Is it the participation style you'd recommend? Why or why not? 4. Would you recommend that Pinnacle attempt to acquire Hoilman? Is so, why? If not, what alternatives would you suggest? 5. Based on the chapter reading for this module, evaluate the decision process being used by Don. What adjustments would you recommend? Pinnacle Machine Toel Company than its cursent standand maintenance and service Don Anglos had bo decide whether to trust bis gut or his head, and he had to make that decision by next Don, a hand aturging 44-year-old, firmly believed week's board meeting. Either way, he knew he was _ that bipger was tweter lit was a premise that had served. bound to make at least a member of two of bis senior his Groek inamigrant futher weil as he built a multimanagement team unhappy million-sellar basiness troen nothing by actuiring one The question at hand was whether Pinmacle Coen- conarncial laundry affer another. The CEO had to pany. the small, publicly beld Indiara-bawed machine admit, homever thas grtting bigger in the machine tool company he led as CEO, should atsempt bo acquize iool industry. cornently a slow-growing sector bacHoilman Inc. Hoilman was a company konown for the ing incasaing coerpetition from low-priced foreign cutting edge sersor bechnology and comumurications. maruiacturen, was going bo be a challinge. Still, he software it had developed to monitor robotics equig-. Thad been convinced to sigh on as Pirnacke's CEO four. ment. Anglos had just heard a credible numor that years ago not eelly because the company had nelatively one of Finnach's chief competators was planning a healthy eamings, hut also because his sinth sense sold hostile takeover of the company, Colincidentally, Don him the compuany had prowrth potential. He hadn't Anglos knew Hoilman well because he had recently been entirdy sure where that potential lay, but he was held exploratory talks about the possibility of a joint a probken sobiver with a proven track recuend of sucons. venture designed to develop similar technology caps- fully spoting new murket apportunitios. In the past, he ble of monitoring a brodd range of manufacturing acted on honctwe which had puid off handecenely. equipnont. The joint venture did not work eut. Blat _ So fac. Anglos had managed to modestly nudge now, by acquiring Hoilman, Finate could develop. Finnacle s nvenue growth and increase its market soffware that transenithed real-time information on its share through aggnesive pricing that sucossatully customers' equipment, enabling it to set itwell apart Lept custonsers from switaching to several potential by providing top-notch service far mone sophisticated foreign rivalk flet those moves invieably difped away at the company's healthy profit margins. In aty case, he recognized he' d taken the comparry _. Who've already when steps to break into thie services down that mod as far as he coald. It was time for a _.. markir. What mako you think welli come out on top? And when l lisok at our cuafomers, 1 pust don't see nual change in strategy. Instead of concentrating on any evidence that even if they wanbed bo, they could manufacturing, he wanted to transform Pinewde inao affiord to huy any add en senices any time sose." phosis was going to require a new, service-orientedt. with Ladgr's position that was based on his usual corporate culture, he admitted, but it was the anly CFO thoroughnese with numberenunching. But his way he coald see achieving the growth and protit- gut wasn't so sase. Sometimes, he thoughe, you jost ability he envisioned. Acquiring Hoilmas looked like. have to go mith your inatincta. And his instincts were a good place to start, bat this opticn would be gone if ctamping at the bit to go afier Hoilman. Hoilman sold out to another firm. Jennifer Blanks, services division head, was enthur- Questiens - sibstic about both the acquisition and the new stratigy- "Acquiring Hoilman is the chance of a liketime," 1. What strps in the decision-making procesa have she crowed. Not all the senior managers agreed. In Don. Anglis and Pinnacle taken? Which orws have. particulac, CFO Sam Lodge advaneed ansuments _. The not complatedt against the acquisition that were hard to dismiss. The timing was wrong, he insisted. Finnade's necent dnop in profitability hadn't escaped Wall Streel's attention, and the further negative impuct on earnings that would result from the Hoilman acquisetion wasn't 2. Whith dective making style best describes Deri's approach diective, analytical, conceptaal, or bechavioral? Which abyle best describe Sum likely to make already wary invessors feel any better. Lodge's approuch? But then Sam shocked Don by offering an even more fundamental critique. "Getting into the service busi. 3. Would you newertind that Pianacke attempt to moss is a mistake, Don. Ir's what every body's doing acpuire Hodimun? If so, wby? If not, what alsematives weuld you nugpot? right now. Just look at the number of our competiton participation style you'd recommend? Why or why not? 4. Would you recommend that Pinnacle attempt to acquire Hoilman? Is so, why? If not, what alternatives would you suggest? 5. Based on the chapter reading for this module, evaluate the decision process being used by Don. What adjustments would you recommend? Read the scenario carefully and develop your position using supporting arguments from the text reading material and any supporting videos. You must outline your position clearly. Any questions at the end of the scenario are suggestions to prompt your thinking and do not need to be answered in sequence