Case 1 - Markus Markus has climbed his way up the corporate ladder in the financial services sector. Others would say of him, and he would agree, that he is analytical and decisive and that he has a conservative approach to risk-taking. He had some international placements, but most of his time was at the regional headquarters level in European cities. His last role, at a mid-sized bank, was Chief Financial Officer, but Markus began to wonder if there was something elsehe longed for more purpose and meaning, so he started to apply for roles in the not-for-profit sector. Meanwhile, the board of a growing not-for-profit had just finished their "day away", led by a consultant, during which they reviewed the organization's history and the current situation, which included the sudden departure of their CEO. The chairman summarized the day by affirming the need to professionalize their organizations systems and processes, their highest priority being in financial management; the next CEO must have expertise in this area. Although the head of HR suggested a competency model specific to their organization in the CEO-selection process, the board considered the matter too urgent, and they were impressed by Markus's CV. During the first few weeks into the role, Markus rolled up his sleeves and focused on the numbers. Many were impressed by his level of business acumen and knowledge of financial management. STUDENT Question paper_Make Up However, he had come from an environment where the clients paid, and in this organization the clients did not-funds were received from individuals, foundations, and governments, all of whom had different payment processes and reporting requirements. Markus was used to one key bottom line-profit-but in this sector, there seemed to be a multitude of bottom lines. Markus was organized and could make decisions but lacked empathy and the ability to take in the broader view. Giving cash bonuses for performance was no longer an option. His lack of experience in the sector showed, and rather than listen and learn, he chose speed, and this alienated many. Six months later, the board began looking for another CEO, this time with the advice from HR. C2. Explain the knowledge and skill for the next CEO. Your answer should not exceed the word limit: 70 words. (2 marks) Justify how Markus's KSA fit for the needs of not-for-profit organisation. Your answer should not exceed the word limit: 100 words. (3 marks) Explain the reason why the board invites HR in the design of recruitment and selection process for the next CEO. Your answer should not exceed the word limit: 100 words. (3 marks) C3