首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Read the article below about a technology company and the questions on the opposite page. Critical Path
Read the article below about a technology company and the questions on the opposite page. Critical Path
admin
2012-01-22
28
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.’
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:https://kaotiyun.com/show/T1oO777K
本试题收录于:
BEC中级阅读题库BEC商务英语分类
0
BEC中级阅读
BEC商务英语
相关试题推荐
Readthefollowingextractfromanarticleaboutsomejobproblems,andthequestionsfollowed.Foreachquestion15—20,markon
ReadthetextbelowabouttheevolutionofAmericanbusiness.Inmostofthelines41—52thereisoneextraword.Itiseither
ReadthetextbelowabouttheevolutionofAmericanbusiness.Inmostofthelines41—52thereisoneextraword.Itiseither
•Readthetextbelowabouthowtoorderproducts.•Inmostofthelines41—52thereisoneextraword.Itiseithergrammaticall
•Readthetextbelowabouthowtoorderproducts.•Inmostofthelines41—52thereisoneextraword.Itiseithergrammaticall
•Readthetextbelowabouthowtoorderproducts.•Inmostofthelines41—52thereisoneextraword.Itiseithergrammaticall
Readthetextbelowabouthowtoformagoodmanager.Inmostofthelines41—52thereisoneextraword.Itiseithergrammatic
•Readthistexttakenfromanarticleaboutmarketing.•Choosethebestsentencefromtheoppositepagetofilleachofthega
•Lookatthestatementsbelowandreadthefiveshortpassagesabouttaxes.•Whichshortpassage(A,B,C,DorE)doeseachs
WeakergrowthinthenextsixmonthswilloccurinOnereasonthatKorean’sGDPgrewlowerthanexpectedisthat
随机试题
科学补液的原则是预防性补充,少次多量。()
根据《跟单信用证统一条例》500号出版物规定,数量的“约”应理解为()。
在线地理信息服务系统主要包括()。
最高级台基为单层须弥座,台上建有汉白玉栏杆,常用于宫殿和著名寺院中的主要殿堂建筑。()
2012年元月太原铁路局传来捷报:大秦线胜利完成年运量4.4亿吨目标,比2010年增运量4000万吨。这是大秦线自2005年达到年运量2亿吨的世界重载运输理论极限后,第()次刷新“单条铁路年运量”纪录。
在网络设计阶段进行通信流量分析时可以采用简单的80/20规则,以下关于这种规则的叙述中,正确的是______。
下列(46)描述了网络体系结构中的分层概念。
Idon’tknowwhatitisaboutEnglishpubsthatIfindsodisappointing.【C1】______,pubsaresupposedtobetheEnglishman’s【C
Whateffectisworkingwhenthepriceofagoodfallsandconsumerstendtobuyitinsteadofothergoods?______.
AsachildIwastaughttowalkwithmyheadup,my【C1】______backandmyeyeslookingstraight【C2】______.Iwastolditwasgo
最新回复
(
0
)