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13 What event coincided with Critical Path becoming a public company?
A Hayden became the Executive Director of Critical Path.
B Investors hired a replacement team to run Critical Path.
C Critical Path launched a successful new product on the market.
D Critical' Path was floated on the Stock Exchange at 24 cents per share.
14 Which of the following situations did Hayden face at Critical Path in 2001?
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.
15 One reason Hayden was able to turn Critical Path around was that
A he managed to find new investors.
B the financial situation was not as bad as he had thought.
C he had built up a good relationship with the management team.
D he was given the support that he needed.
16 What was Hayden's policy regarding the staff of Critical Path?
A He paid overtime to everybody who worked outside office hours.
B He reduced the workforce by operating an early retirement scheme.
C He gave key staff the opportunity to help him set goals for the company.
D He restored motivation by showing willingness to work alongside staff.
17 According to Hayden, what could indicate that a business is in trouble?
A problems keeping accounts up to date
B suppliers refusing to offer new credit terms
C a frequent need to increase the amount borrowed
D difficulties in getting payment from customers on time
18 Hayden left Critical Path after he had rescued the company because
A he wanted to develop the technology for a new internet service.
B he wanted to concentrate on founding a new enterprise.
C he had been offered a job with a major internet company.
D he decided to go into partnership with a major client.
