why would anyone lend money if there was a negative after tax expected real interest rate
You are Maria Herrera and have been recently promoted to the position of director of financial analysis for a medium-sized consumer goods firm. During your first few weeks on the job, you took the time to have lunch with each of your employees to try to get to know him or her better. You have 12 direct reports, junior and senior financial analysts who support different product lines. Susan Epstein, one of the female financial analysts you had lunch with, made the following statement: "I'm so glad we finally have a woman in charge. Now, hopefully, things will get better around here." You pressed Epstein to elaborate, but she clammed up. She indicated that she didn't want to unnecessarlly blas you and that the problems were pretty self-evident. In fact, Epstein was surprised that you didn't know what she was talking about and jokingly mentioned that perhaps you should spend some time undercover, observing her group and their interactions with others. You spoke with your supervisor and the former director, who had been promoted and volunteered to be on call if you had any questions. Neither man knew of any diversity-related issues in your group. In fact, your supervisor's responise was, "We've got a lot of problems, but fortunately that's not one of them." What are you going to do to address this issue? You are a top manager who was recently hired by an oil field services company in Okiahoma to help it respond more quicily and proactively to potential opportunities in its market. You report to the chief operating officer (COO). who reports to the CEO, and you have been on the job for elght months. Thus far, you hove come up with three initiatives you carefully studied, thought were noteworthy, and proposed and justified to the COO. The COO seemed cautiously interested when you presented the proposals, and each time he indicated he would think about them and discuss them with the CEO because considerable resources were involved. Each time you never heard back from the COO, and after a few weeks elapsed, you casually asked the CoO if there was any news on the proposal in question. For the first proposal, the COO said, We think it's a good idea, but the timing is off. Let's shelve it for the time being and reconsider it next year" For the second proposal, the COO said, "Mike (the CEO] reminded me that we tried that two years ago and it wasn't well recelved in the market. I am surprised I didn' remember 1 myseif when you first described the proposal, but it came right back to me once Mike mentioned it." For the third proposal, the COO simply said, "We're not convinced it will work." You believe your three proposed initiatives are viable ways to seize opportunities in the marketplace, yet you cannot proceed with any of them. Moreover, for each proposal, you invested considerable time and even worked to bring others on board to support the proposal, only to have it shot down by the CEO. When you interviewed for the position, both the COO and the CEC claimed they wanted "an outsider to help them step out of the box and innovate." However, your experience to date has been just the opposite. What are you going to do? You are Maria Herrera and have been recently promoted to the position of director of financial analysis for a medium-sized consumer goods firm. During your first few weeks on the job, you took the time to have lunch with each of your employees to try to get to know him or her better. You have 12 direct reports, junior and senior financial analysts who support different product lines. Susan Epstein, one of the female financial analysts you had lunch with, made the following statement: "I'm so glad we finally have a woman in charge. Now, hopefully, things will get better around here." You pressed Epstein to elaborate, but she clammed up. She indicated that she didn't want to unnecessarlly blas you and that the problems were pretty self-evident. In fact, Epstein was surprised that you didn't know what she was talking about and jokingly mentioned that perhaps you should spend some time undercover, observing her group and their interactions with others. You spoke with your supervisor and the former director, who had been promoted and volunteered to be on call if you had any questions. Neither man knew of any diversity-related issues in your group. In fact, your supervisor's responise was, "We've got a lot of problems, but fortunately that's not one of them." What are you going to do to address this issue? You are a top manager who was recently hired by an oil field services company in Okiahoma to help it respond more quicily and proactively to potential opportunities in its market. You report to the chief operating officer (COO). who reports to the CEO, and you have been on the job for elght months. Thus far, you hove come up with three initiatives you carefully studied, thought were noteworthy, and proposed and justified to the COO. The COO seemed cautiously interested when you presented the proposals, and each time he indicated he would think about them and discuss them with the CEO because considerable resources were involved. Each time you never heard back from the COO, and after a few weeks elapsed, you casually asked the CoO if there was any news on the proposal in question. For the first proposal, the COO said, We think it's a good idea, but the timing is off. Let's shelve it for the time being and reconsider it next year" For the second proposal, the COO said, "Mike (the CEO] reminded me that we tried that two years ago and it wasn't well recelved in the market. I am surprised I didn' remember 1 myseif when you first described the proposal, but it came right back to me once Mike mentioned it." For the third proposal, the COO simply said, "We're not convinced it will work." You believe your three proposed initiatives are viable ways to seize opportunities in the marketplace, yet you cannot proceed with any of them. Moreover, for each proposal, you invested considerable time and even worked to bring others on board to support the proposal, only to have it shot down by the CEO. When you interviewed for the position, both the COO and the CEC claimed they wanted "an outsider to help them step out of the box and innovate." However, your experience to date has been just the opposite. What are you going to do
