Can someone please help me answer the questions in the last two paragraphs of this case,

Case 5.1: Financial Co.-A Learning Context? Times are tough at Financial. Co. (the name and industry have been disguised). Born of a set of companies that were strung together through difficult-to-fathom merger and acquisition activities, Financial Co, was grasping, unsuccessfully it seemed, for some sense of purpose or vision. Many of its product lines were in very bad shape. Mismanagement over the years had turned cash cows into obsolete bureaucracies. Competition lad successfully encroached from all sides. Employee turnover was high, in part driven by the (accurate) perception that senior management was ruthless in its focus on the bottom line. The stock price had dropped so low that with any further decline, delisting of the stock from the exchange would become a very real possibility, Managers were expected to hit their financial targets by any means necessary. "If you can't get it done immediately, we'll find someone else who can, and you're out!" was the explicit message from the CEO. Fear and mistrust were rampant. Mistakes were not to be tolerated. New hires were told that they needed to be able to "hit the ground running." You had to be really good at what you were hired to do. There was no time to develop new talent. (Of course, this begs the question of why anyone who was "really good" would want to work for such a company.) Many managers expressed open disdain for the corporation. when they had the time to think. Is coaching, the development of otherx, possible in such an organization? Isn't it true that this type of short-term focus is anathema to thinking ubout employee development? If managers receive no reward-indeed, run the risk of being punished for spending time coaching employeesWon't all such activities cease? What do you think? Could you imagine trying to help the people who Work for you derelop while you are working under the weight of such intense pressare? Taling this from an action-planning point of view, if you wanted to try and help your employees develop, what would you need to do? We subgest that you start by making sure that you and the members of your anim tak a hit of time to reflect on your wotk and what is going on around wense of purtic. people rarely fed as though they 5.1: Financial Co.-A Learning Context? rinec are tough at Financial Co. (the name and industry have been dis suised). Born of a set of companies that were strung together through Lficult-to-fathom merger and acquisition activities, Financial Co. was grapping, unsuccessfully it seemed, for some sense of purpose or vision. Many of its product lines were in very bad shape. Mismanagement over theyears had turned cash cows into obsolete bureaucracies. Competition had stccessfully encroached from all sides. Employee turnover was high, in part driven by the (accurate) perception that senior management was ruthless in its focus on the bottom line. The sock price had dropped so low that with any further decline, delisting of the stock from the exchange would become a very real possibility. Manigers were expected to hit their financial targets by any means wecessary. "If you can't get it done immediately, we'll find someone else who can, and you're out!" was the explicit message from the CEO. Fear and mistrust were rampant. Mistakes were not to be tolerated. Now hires were told that they needed to be able to "hit the ground running. You had to be really good at what you were hired to do. There was no time to develop new talent. (Of course, this begs the question of why anyone who was "really good" would want to work for such a comparry.) Many managers expressed open disdain for the corporation, when they had the time to think. Iscosching, the development of others, possible in such an organization? Isa't it true that this type of short-term focus is anathema to thinking theut employee development? If managers receive no reward-indeed, tin the risk of being punished for spending time coaching employeesron't all such activities cease? What do you think? Could you imagine trying to help the people who wotk for you develop while you are working under the weight of such intense pressure? Taking this from an action-planning point of view, if Wou wanted to try and help your employees develop, what would you teed to do? Witiogest that you start by making sure that you and the members of yo WP take a hit you start by making sure unat your what is going on aroun