Kerrie Peterson works for a Fortune 500 company named Access. She is currently a General Manager (GM), over the corporate leading business unit. Each GM was asked to cut back their operating cost and Kerrie agreed to set her goal to 15 percent, during a quarterly financial review planning session. She was confident about meeting the 15 percent goal, but the challenge was getting her senior manager on board with the ideal. Kerrie called a meeting for her senior management team, to inform them of the changes. Kerrie stressed the fact that by their department being the largest department they must join this effort, in order to meet the goal for the greater good of the company, (Lester & Parnell, 2007, Case E). As general manager, Kerrie wanted to analyze how this change would affect personnel. She divided the work flow within her department in order to meet goals. Kerrie also wanted to establish a sense of cohesiveness amongst her management team and develop a better communication process. Within this case we where able to understand how management principles are implemented in the daily work flow of management. Henri Fayol, a French manager proposed 14 principles of management skills as guidelines, in which individuals in management can be taught. Principles that really stood out within this case was as follows; Unity of direction, Kerrie knew that each department within her unit had their own objectives, but the final product is to work toward one objective for the corporate lending unit. Authority was used and asserted by Kerrie, not to reign over, but to gain the understanding from staff that she was in charge. The Subordination of individual interest to the general interest was a little difficult for Kerrie when it came to getting her staff to direct their focus and attention meeting the company's goals and objectives and setting their own personal ideas