Leadership Action Plan

Topics: Corporate governance, Chief executive officer, Southern United States Pages: 3 (891 words) Published: April 9, 2010
Implementing a Leadership Change at Gene One
Inez D. McKinney
A. Walton Hill
08 April 2010
Implementing a Leadership Change at Gene One
The Organizational Structure is as follow:
“Don Ruiz, Chief Executive Officer: At age 37, Don became a young entrepreneur when he recruited four colleagues to make his brainchild -- Gene One -- a reality. As CEO and creative force behind Gene One, Don not only brought his extensive technology and industry knowledge to the company, but a significant part of the $2 million dollar start-up investment as well. Now, as a $400 million company, Gene One is positioned to realize growth targets that will make it an industry leader. Don is excited about the company's IPO opportunity, and has engaged his leadership team, as well as an external consulting firm, to develop a sound strategy to ensure that Gene One not only serves the public but leaves a legacy of his work. Susan Wells, Executive Board Member: Serving her second term, 62-year-old Wells is a well-respected Board member with myriad connections in the media and political communities. She's very thorough and logical, and has been known to reverse decisions at the eleventh hour based on new data received from her vast network of influential friends (Gene one, 2010, p.1).” “The Sarbanes-Oxley Act of 2002 (often shortened to SOA) is legislation enacted in response to the high-profile Enron and WorldCom financial scandals to protect shareholders and the general public from accounting errors and fraudulent practices in the enterprise. The act is administered by the Securities and Exchange Commission (SEC), which sets deadlines for compliance and publishes rules on requirements. Sarbanes-Oxley is not a set of business practices and does not specify how a business should store records; rather, it defines which records are to be stored and for how long. “Planning out and implementing strategies for organizational change is a very...

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