RESUME

Mardoche Kontcheu Kapseu
184, 13th Street Oakland CA-94612
510 772 1614, leaoby@gmail.com

Objective

A position offering the opportunity to utilize my professional financial expertise, extensive business experience, and ability to interact with senior management and with business community.

Experience

Feb 2009, HTIR Vallejo, CA, USA
Assistant Manager
Assisting manager in the intake of US Employment Workshop program

2005–Jan 2009 TMJR LTD Douala, Cameroon

Financial Manager
§ Supervise management controls and set orientations and indicators to put in place for reporting.
§ Evaluate the company financial needs and look for the necessary support from banks plan and negotiate loans.
§ Interpreting financial and sales data, preparing forecasts, and managing budgets.

§ Review the work of two other accountant
§ Month-end close and prepare audit work papers
§ Managing tax declaration and payment

2002 - 2005 CIA - Consulting Douala, Cameroon

Chief Accountant
§ Finance and accounts assistance and advice mission.
§ Assistance coach for training seminars.
§ Analysis of the profitability of investment projects.
§ Assisting in stockholding decision making or general headquarters.


Education

2009, LINCOLN UNIVERSITY Sanfrancisco, CA
§ MBA in Financial Management and Investment Banking

2003 – 2006 UNIVERSITY OF DOUALA Douala, Cameroon
§ MBA in Management and Human Resource Management
§ Master ‘s Degree in Accounting and Finance
§ B.A. Management Sciences
§ GCE Advance Level in Letter and Philosophy.

Skills
Fluent in French, proficient in Microsoft Office (word, excel…), SAGE Management software; QuickBooks Pro; excellent presentation and communication skills.

Activities

Member of judiciary and committee of GICAM; Permanent secretary of FSEGA (Faculty of Management and Economics Sciences of University of Douala).
Good experience in teaching as a second job in my country.

BUSINESS OF CHANGE AND CONFLICT

ENGLISH 93

SUMMARY CHAPTER 14, THE BUSINESS OF CHANGE AND CONFLIT

This chapter teaches us how to manage change in the organization. Organizational change means modify the way the company conducts business and performs work tasks, which means breakdown of business as usual. Changes are peoples who facilitate the coordination of change an effort. The mains reasons organization changes are: competition, changing consumer demands, globalization, and change of management. When change happens, employees often become confused and insecure. Employees experience great distress when they perceive a communication vacuums. A communication vacuums happens when information about the change is not shared with employees. The result is often flurry of rumors on the company grapevine, growing anxiety, and even resistance. Resistance means that employees of various ranks may ignore or attempt to block the change effort. Resistance is justified by factor like fear, interruption of routine, loss of faith, trust, and personal investment, feeling that past efforts are meaningless. Change communication can reduce resistance through multidirectional message and multimedia communication.

A natural outgrowth of change is conflict. Conflict is an event expressed through communication when individuals or groups behave in ways that indicate they have incompatible position or goals. Productive and positive aspects of conflict include increased understanding of individual, enhanced innovation, heightened creativity, better ideas, improved relationships, and more useful problem solving. Conflict communication skills include active listening, verbal diplomacy, and interpersonal flexibility. There are four types of conflict: communication conflicts, social view conflicts, fundamental interest conflicts, and business conflicts. Traditional conflict strategies involve negotiation which is a give-and-take technique to achieve accord through a process of compromise or the offering of proposals and counterproposals.

Transformative communication in a conflict focuses on interaction and relationship building by reframing the terms and concepts of conflict.

BUSINESS OF CHANGE AND CONFLICT

MAP CHAPTER 14

Business Plan Steps

ENG 93
BUSINESS PLAN STEPS


1. Title page

2. Executive summary

3. Table of content

4. Business concept

5. The market

a) Total potential market
b) Target market
c) Competition analysis
d) Marketing plan

6. Management

7. Financial overview
i. Income statement forecasts
ii. Cash flow forecasts
iii. Balance sheet forecasts

8. Appendix

ENG 93, Map Chap 9

ENG 93, MAP CHAP 9, DIRECT AND INDIRECT COMMUNICATION STRATEGIES

ENG 93, Summary Chap 9

ENG 93: BUSINESS COMMUNICATION

SUMMARY CHAPTER 9: Direct and Indirect Communication Strategies

Direct and indirect strategies are both used to deliver message to the audience. Direct strategy is used when the message is likely and neutral. Indirect strategy is used when the message is negative and unpleasant. The goal of both, direct and indirect strategies is to maintain the audience’s comfort and goodwill.

The components of direct strategy are: main idea, justification and explanation detail, courtesy close. To use direct strategy to deliver message, we have to use simple and clear language, but at the same time be polite and diplomatic. Avoid being too blunt. Sometime, direct strategy is used for request for information or action, claim and positive adjustment, good news, goodwill, and social message. On some occasion, the direct strategy is used for negative messages, especially if the audience may miss the bad news otherwise or if it is not directly damaging to the audience.

However, if the message being delivered may upset the audience or if persuasion is required before the audience will accept it the indirect strategy is usually a better design choice.
For writing indirect message, we have to follow the following steps:
1. Begin by a buffer
2. Follow the buffer with the reasons for refusal
3. Deliver the bad news
4. Finish the message with a positive close

When designing indirect message, you have to:
1. Avoid apologies
2. Resist to attempt to anticipate news problem
3. Avoid to encourage further communication
4. Avoid sounding insecure
5. Avoid to blame
6. Avoid using filler.

The goals of persuasive indirect message are to get attention with a hook that interest the audience enough to keep them listening to or reading the entire message; arouse interest, which builds the audience’s sense of anticipation; arouse desire, which creates in the audience a sense of need and push for action by explaining how the audience can fulfill the need introduce in the desire stage.
We distinguish the following type of indirect message: denial, collection and social refusal.