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People-Centric Skills: Interpersonal and Communication Skills for Auditors and Business Professionals by Danny M. Goldberg, Manny Rosenfeld

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CHAPTER 7 Communicating to Build Relationships

MATT WALKED QUICKLY back to his office after meeting with the CEO. Caleb had wanted to tell him, in person, that he asked Tom Peterson to leave MultiCrown. While Matt was somewhat surprised that Caleb wanted to communicate this privately, he wasn't shocked at the decision to fire Tom. Head of the Plastics Molding Division, Tom Peterson, was being officially “retired” by the Company. It was regarded as early, elective retirement, but most executives and experienced employees would know better. Tom was being pushed out, mainly due to the lackluster performance of his Division over the past three years. Out of the five MultiCrown divisions, the Plastics Molding Division had significantly lagged behind the rest of the Company, and all major competitors, in revenue and profit margin. Not only that, the fraud that had been uncovered by Matt's team played a part as well. Caleb specifically emphasized to Matt that the weak financial and operational controls in the Division highlighted a lack of discipline that not only led to the poor performance, but probably permitted the fraud to occur. He also noted that he had been increasingly concerned by Tom's lack of support for the MultiCrown corporate culture. This was the only division where the attitude toward fraud, ...

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