Applying the Concept Management Fundamentals Concepts, Applications, and Skill Development 9e Robert

Applying the Concept Answers Management Fundamentals Concepts, Applications, and Skill Development 9e Robert N. Lussier Chapter 1-15

Applying the Concept 1-1: Management Skills Identify each activity as being one of the following types of management skills: A. Technical B. Interpersonal C. Decision making 1. The manager is in a meeting making a presentation.

B. Interpersonal. Make a presentation requires communication skills, which is part of interpersonal skills.

2. The manager is working on fixing a broken machine.

A. Technical. Fixing a machine takes technical skills.

3. The manager is sending an email letting the employees know they exceeded the sales goal.

B. Interpersonal. Although writing an e-mail does require some limited technical ability, everyone seems to have in business today; the focus is on communication of information. And communication is an important part of interpersonal skills.

4. The manager is scheduling which machines will produce each product next week.

C. Decision making. Scheduling requires the manager to make decisions.

5. The manager is trying to figure out a way to solve a problem.

C. Decision making. Part of the definition of decision-making is solving problems.

6. The manager is praising an employee for a job well done.

B. Interpersonal. Thanking someone with praise is a form of motivation.

Applying the Concept 1-2: Management Functions Indicate which type of function the manager is performing in each situation: A. Planning B. Organizing C. Leading D. Controlling E. Nonmanagement 7. The manager is encouraging an employee to get a college degree so she can become a manager.

C. Leading. The manager is trying to influence the employee; influencing is in the definition of leadership.

8. The manager is conducting a job interview to select a new employee for a new open position in sales.

B. Organizing. As stated in the text, selecting is part of staffing–organizing function.

9. The manager is emptying his trash.

E. Nonmanagement. The manager gets the job done through others, and this is not really performing any of the management functions.

10. The manager is scheduling employee work hours for next week.

A. Planning. Scheduling future work hours is part of planning.

11. The manager is giving the workers a pep talk to motivate them to work hard to meet the production quota today with an absent employee.

C. Leading. The pep talk is given to motivate employees, which is intended to influence their performance 12. The manager is conducting an employee‘s annual performance evaluation.

B. Organizing. As stated in the text, evaluating employees is part of the staffing–organizing function.

13. The manager is checking how many new computers have been produced so far today.

D. Controlling. The manager is monitoring and measuring progress, which is in the definition of controlling.

14. The manager is greeting customers as they enter the retail store asking if she can be of assistance finding anything.

E. Nonmanagement. Waiting on customers is employee, not management, work.

Applying the Concept 1-3: Management Roles NOTE: This application has two parts. You can keep it simple by not requiring students to identify the roles within each category Identify each of the managerial activities as part of one of the three role categories and its role within each category: A. Interpersonal role (1 Figurehead, 2 Leader, and 3 Liaison) B. Informational role (1 Monitor, 2 Disseminator, and 3 Spokesperson) C. Decisional role (1 Entrepreneur, 2 Disturbance handler, 3 Resource allocator, and 4 Negotiator) 15. The managers are meeting with two employees to resolve a conflict between them.

C. Decisional role; 2 Disturbance handler. The manager is taking corrective action during a dispute.

16. The sales manager is meeting with the production manager about a customer order.

A. Interpersonal role; 3 Liaison. The sales manager is interacting with the manager from production (outside her unit) to gain information.

17. The manager is sending an email with the new work schedule to employees for next week.

B. Informational role; 2 Disseminator. The manager is sending information to others.

18. The manager discusses next year‘s budget.

C. Decisional role; 3 Resource allocator. As stated in the text, budgeting is part of the resource allocation role 19. The mayor is cutting the ribbon at the groundbreaking for the new town hall.

A. Interpersonal role; 1 Figurehead. The manager is playing the figurehead role–ceremonial activity.

20. The manager develops a new app that will be sold as an additional source of income.

C. Decisional role; 1 Entrepreneur. The manager is playing the entrepreneur role by developing a new app.

21. The manager is reading the monthly budget report.

B. Informational role; 1 Monitor. The manager is playing the monitor role by reading the report to receive information.

22. The manager shows a new employee how to record her working hours.

A. Interpersonal role; 2 Leader. The manager is playing the leader role by showing the employee how to record working hours.

Applying the Concept 1-4: Differences Among Management Levels Identify the level of management in the following five instances: A. Top B. Middle C. First-line 23. Managers who report to executives.

B. Middle. Middle managers report to an executive.

24. Managers who need technical skills more than decision-making skills C. First-line. First-line managers have a greater need for technical skills than do top or middle managers.

25. Managers who tend to spend more time planning and organizing.

A. Top. Top managers spend more time planning and organizing than do first-line or middle managers.

26. Managers who have operative employees reporting to them.

C. First-line. First-line managers supervise operative employees.

27. Managers who take the long-term strategy and develop short-term operating plans.

B. Middle. Middle managers have a more balanced need for the management skills and functions.

Applying the Concept 1-5: Matching History of Management People and Theories Identify the person or theory that helped develop the following six theory categories—Exhibit 110.

A. Classical theory B. Behavioral theory C. Management science D. Systems theory E. Sociotechnical theory F. Contingency theory 28. Douglas McGregor developed Theory X and Theory Y. B. Behavioral theory. McGregor was a behavioral theorist.

29. Frederick Taylor, focus on analyzing jobs and redesigning them to be more efficient.

A. Classical theory. He is credited as being the father of scientific management.

30. Focused on the use of math to make decisions in operations management.

C. Management science. Essentially definition from the book.

31. Elton Mayo, human relations movement.

B. Behavioral theory. Mayo is listed in the text as a contributor to this theory.

32. Eric Trist, focus on integrating people and technology.

E. Sociotechnical theory. Name and definition from book.

33. Henry Fayol, Administrative Theory.

A. Classical theory. Fayol is listed as a contributor to this theory.

34. Russell Ackoff, focus on viewing the organization as a whole and as the interrelationship of its parts.

D. Systems theory. Name and definition from the book.

35. Tom Burns and George Stalker didn‘t believe there is on best management approach for all situations.

F. Contingency theory. Name and revised definition from the book.

Applying the Concept Answers Applying the Concept 2-1: The Internal Environment Identify the internal environmental factor underlying each statement.

A. Management and culture B. Mission C. Resources D. Systems process E. Structure 1. ―Uber (transportation) got a lot of bad press based on sexual harassment and other internal problems.

A. Management and culture. The founding CEO was forced to step down, and Uber is working on improving its poor culture.

2. ―At Dunkin Donuts, we sell donuts, but we make more money on real estate by renting our facilities to franchisees.‖ B. Mission. Real estate is the actual purpose of the business.

3. ―The department of business under the School of A&S at Forest College is going to be expanded to become the School of Management.‖ E. Structure. Splitting a department changes the existing structure.

4. ―After a six-month search, the board finally hired a new CEO from our competitor.‖ A. Management and culture. There is a change in management.

5. ―At Big Y supermarkets we buy vegetables, cut them up, place them in bags, and sell them as salad.‖ D. Systems process. Inputs are being converted into outputs.

6. ―As the minimum wage continues to increase, Wendy‘s is buying machines to replace order takers.‖

C. Resources. Machines are a physical resource.

Applying the Concept 2-2: The External Environment Identify which external environmental factor is referred to in each statement.

A. Customers B. Competition C. Suppliers D. Labor force E. Shareholders F. Society G. Technology H. The economy I. Governments 7. ―The owners of the company will get to vote on its being acquired or staying independent.‖ E. Shareholders. They own the company and may get a vote on issues like acquisitions and mergers.

8. ―Are you going to close that sale to Costco?‖ C. Suppliers. Costco is a resale/wholesale business that buys products from suppliers to resell.

9. ―If we don‘t get a four percent raise, the Teamsters union will go on strike at our company.‖ D. Labor force. Labor unions work to protect the labor force.

10. ―Animal activist groups pressured the Ringling Brothers circus to the point that it stopped having elephant acts in 2018.‖ F. Society. Pressure from an activist group reflects the feelings and attitudes of society.

11. ―KFC bought some bad chickens in China, and sales declined.‖

H. The economy. The decline in sales will impact the economy.

12. ―Our company was going to be sold to Sprint, but the government said that would be in violation of antitrust laws.‖ I. Governments. The government can stop mergers and acquisitions when it believes society will be harmed by the business transaction.

13. ―Tesla is working on software for its cars to be self-driven.‖ G. Technology. New software is a technology change.

14. ―LinkedIn and other social media websites took some of the traffic flow away from Facebook.‖ B. Competition. The social media websites compete with each other for viewers.

15. ―Since the recession ended, we have had an increase in sales, but revenues are still not above pre-recession levels.‖ H. The economy. Sales tend to go with the state of the economy; down in a recession and up during growth periods.

Applying the Concept 2-3: Strong and Weak Cultures Identify whether each statement reflects an organization with a strong or weak culture.

A. Strong culture B. Weak culture 16. ―It‘s hard to know if I need to follow the ethics code because managers act unethically every now and then.‖ B. Weak culture. When expected behavior is not clear, there is a weak culture.

17. ―Oh no. Do I really have to listen to the story about how the company founder Ted walked three miles in a snowstorm to deliver the package on time again?‖ A. Strong culture. Stories are a part of a strong culture.

18. ―Everyone in the department acts differently, so I guess I can just be me rather than trying to act in a manner acceptable to others.‖

B. Weak culture. Unclear values are an indication of a weak culture.

19. ―I started to tell this ‗dumb blond‘ joke and the other employees all gave me a dirty look, so I stopped.‖ A. Strong culture. The group is giving a ―dirty look‖ to convey that ethical jokes are not acceptable behavior. Employees enforcing behavior comes from a strong culture.

20. ―When I walked around the department during my job interview, I realized I‘d have to come to work in formal attire because all the women were wearing dresses or suits.‖ A. Strong culture. It appears that there is conformity with everyone dressing similarly. If some people wear jackets and ties and others don‘t, it‘s optional and a weak part of expected behavior.

Applying the Concept 2-4: Level of Moral Development Identify each statement by its level of moral development.

A. Preconventional level B. Conventional level C. Postconventional level 21. Wo says to the customer, ―You can trust me not to sell you a stock that is not in your best interest.‖ C. Postconventional. Looking out for the clients‘ best interest is the highest level of moral development.

22. Jean says, ―I‘ve never had a drink on the job, but I‘ll take a shot of that whiskey with you guys.‖ B. Conventional. Jean is taking a drink to be accepted by peers.

23. Carl says to Lolo, ―There is no big deal in telling lies to customers. We are helping them buy a good product.‖ A. Preconventional. Carl is trying to convince Lolo that lying is okay.

24. Sandy says, ―I can‘t lie to customers because it is against my Christian religion; it is a sin to lie.

C. Postconventional. The person is not lying because of religious beliefs.

25. Latavia says to John, ―You‘re not selling as much as the rest of us. You really should lie to customers like we do. If the boss asks why you aren‘t selling as much as the rest of us, you better not tell him we lie, or you will be sorry.‖ B. Conventional. Latavia is using peer pressure to get John to be unethical.

Applying the Concept 2-5: Ethical Approach Identify each statement by its approach to making ethical decisions.

A. Golden rule B. Four-way test C. Stakeholders' approach D. Discernment and advice E. Code of ethics F. Foreign Corrupt Practices Act (FCPA) 26. ―I try to treat people the way I want them to treat me.‖ A. Golden rule. This statement is essentially saying ―Do unto others as you would want them to do unto you.‖ 27. ―Cindy, what do you think of my decision for handling this situation?‖ D. Discernment and advice. The person is considering if the decision is ethical and getting advice to determine if it is.

28. ―Clark, you can‘t offer the Saudi Prince a BMW M3 car if he buys our product; it‘s illegal.‖ F. FCPA. It is against the law to offer bribes to foreign officials.

29. ―I‘m a member of Rotary International, so I use its approach when I make decisions.‖ B. Four-way test. The Rotary approach is the four-step method.

30. ―I follow the guidelines the company gave all of us to use to make sure I‘m doing the right thing.‖

E. Code of ethics. Companies have codes of ethics for all employees to follow.

31. ―Joel, it‘s against my religion to lie, so I will not lie for you. Would you want me to lie to you?‖ A. Golden rule. It is a religious guide.

32. ―I try to make sure that everyone affected by my decisions gets a fair deal.‖ C. Stakeholders' approach. The person is trying to create a win-win situation for all stakeholders involved.

Applying the Concept Answers Applying the Concept 3-1: Trade Barriers Identify the dimension of cultural diversity exemplified by each statement.

A. Embargo B. Quota C. Subsidies D. Tariff 1. President Trump said the Chinese are not trading fairly with America, so he places a tax on imports to make Chinese products more expensive in the United States.

D. Tariff. The only barrier that is a tax is a tariff.

2. The Chinese Government is giving grants to its domestic car business.

C. Subsidies. Grants are one of the forms of subsidies.

3. The Japanese Government will not let us export any cars.

A. Embargo. Not allowing any imports is an embargo.

4. The Korean Government is raising our prices by place a tax on our exported cars.

D. Tariff. A tax is called a tariff in international trade.

5. The South African Government will only let us export 100 cars a year B. Quota. A quota is a set limited number of imports.

Applying the Concept 3-2: Diversity Stereotypes Identify the negative stereotype that tends to lead to discrimination.

A. Age and generation B. Gender C. Sexual orientation D. Race and ethnicity E. Disability F. Ability G. Religious H. Other 6. ―Chris is really bright. I‘m glad Chris is on my committee.‖ F. Ability. Being bright is an ability to perform well on the committee.

7. ―You‘re not going to promote that fag are you?‖ C. Sexual orientation. Fag is a negative stereotype for gay.

8. They are too emotional and moody monthly to be good managers.

B. Gender. This statement refers to women.

9. ―It‘s not fair to let Muslims take extra breaks and have their own prayer room.‖ G. Religious. Some people complain and are resentful when they believe others are getting special treatment they are not getting.

10. ―I just don‘t feel comfortable around the guy with a missing leg.‖ E. Disability. Feeling uncomfortable around people with disabilities is not unusual.

11. ―She‘s a dumb blond. The only reason Joe hired her is for her looks.‖

H. Other—attractive. Dumb blond is a negative stereotype of women (a gender), but she got the job because of her attractiveness.

12. ―You can‘t teach an old dog new tricks. Even though he has a lot less experience, teach him to run the new high tech machine.‖ A. Age and generation. It is a myth that older workers don‘t want to learn, and can‘t learn, new things.

13. ―You know those people just don‘t have the motivation to get a good education and advance.‖ D. Race and ethnicity. The negative stereotype myth refers to minorities.

14. ―You‘re not going to hire that fat guy are you?‖ H. Other. Fat is a negative term for over-weight people.

15. ―I‘m glad Linda is not in my department; she can‘t get along with anyone.‖ H. Other. Linda seems to have a personality that leads to conflict with others.

Applying the Concept 3-3: GLOBE Dimensions Identify the dimension of cultural diversity exemplified by each statement.

A. Assertiveness B. Future orientation C. Gender differences D. Uncertainty avoidance E. Power distance F. Societal collectivism G. In-group collectivism H. Performance orientation I. Humane orientation 16. The people in this country have one of the highest savings rates in the world.

B. Future orientation. Savings is a means to plan for the future.

17. Managers throughout organizations in this country focus on getting the job done through teamwork.

F. Societal collectivism. The focus on teamwork is more prevalent than the focus on individual work contributions.

18. People in this country are known to be difficult to negotiate with.

A. Assertiveness. Assertiveness is defined as confrontational and tough—this type of person would be difficult to negotiate with.

19. In some companies in this country, the male managers go around kissing the female employees good morning, and the women get the coffee for the male managers.

C. Gender differences. In some societies the roles of men and women are greatly varied.

20. The people in this country follow the football/soccer team closely as they take great satisfaction from watching their team in the World Cup. F. Societal collectivism. The preferred sports are team sports rather than individual sports.

21. Managers place great importance on status symbols such as having the executive dining room, reserved parking spaces, and big offices.

E. Power distance. Status symbols like separate dinning and parking represent and show power distance.

22. Managers don‘t really care about the safety of their employees and provide poor working conditions.

I. Humane orientation. Providing poor working conditions shows low caring toward people.

23. Employees get nervous and stressed when they even hear that changes are coming.

D. Uncertainty avoidance. They fear the uncertainty and uncomfortable feeling change brings.

24. Employees focus on constant small changes to make the products and processes better.

H. Performance orientation. The statement illustrates striving for improvements.

Applying the Concept 3-4: Global Practices Identify each practice as more likely to be used by large or small global companies:

A. Large MNCs B. Small international companies 25. Companies that develop a product in one country and then bring the product to other countries.

B. Small international companies. They do not usually have the resources to introduce/market the product globally.

26. Companies that only import and/or export to operate globally.

B. Small international companies. They don‘t have the resources to have their own facilities in other countries, so they tend to import and export.

27. Companies that have foreign nationals among their top-level managers.

A. Large MNCs. They have foreign nationals running direct investment facilities.

28. Companies that make their products in other countries.

A. Large MNCs. Small companies do not have the resources.

29. Companies that develop the latest technology through R&D. A. Large MNCs. Small companies usually cannot afford to invest in R&D, so they quickly copy MNCs.

Applying the Concept 3-5: Forms of Global Business Identify which activity or form of global business is described in each statement.

A. Global sourcing B. Importing and exporting C. Licensing and franchising D. Contracting E. Strategic alliance and joint venture F. Direct investment 30. Philips in France makes TVs using speakers from Japan.

A. Global sourcing. This is using foreign resources/parts as part of its final product.

31. Tires R Us in the United States buys tires from Bridgestone in Japan for retail sale.

B. Importing and exporting. Buying foreign goods for sale is importing.

32. Chinese Alibaba buys a warehouse in America to distribute online orders in the United States.

F. Direct investment. Buying a building is a direct investment.

33. The American Children‘s Television Workshop gives a Chinese company the right to make its Sesame Street character puppets.

C. Licensing and franchising. Licensing involves allowing another country the right to use an asset.

34. Whirlpool makes its appliances in its factory in Russia.

F. Direct investment. This is a foreign subsidiary.

35. Dell assembles its computers in the United States and sells them online to people globally.

B. Importing and exporting. Selling computers in another country and shipping them is exporting.

36. Costco has a Canadian company make some of its Kirkland brand items for sale in its U.S. stores.

D. Contracting. The foreign firm only manufactures the product.

37. Wilson Sporting Goods buys the rubber for tennis balls from Brazil.

A. Global sourcing. This is using foreign resources/materials in a local product.

38. McDonald‘s makes a deal with an Italian businessperson to open a McDonald‘s in Rome.

C. Licensing and Franchising. This is giving a franchise.

Applying the Concept Answers

Applying the Concept 4-1: Steps in Decision Making Identify the step in the decision-making model represented by each statement.

Step 1: ______ Step 2: ______ Step 3: ______ Step 4: ______ Step 5: ______ Step 6: ______ 1. ―Mary, what symptoms have you observed to indicate that a problem even exists?‖ Step 1. When defining the problem, you distinguish symptoms from causes of the problem.

2. ―That is a good idea, Tyson, but how are you going to put it into action?‖ Step 5. Plan the decision. Putting the idea into action requires a plan.

3. ―Good ideas, Tami and Carlos. Let‘s consider the odds of the success of each of your ideas.‖ Step 4. Odds of success is Probability theory; a technique used to analyze alternatives.

4. ―Now that we understand the problem, let‘s use the brainstorming technique to solve it.‖ Step 3. Brainstorming is a technique used to generate creative and innovative alternatives.

5. ―Raj, is the machine still jamming, or has it stopped?‖ Step 6. The manager is monitoring/controlling by checking to see if the problem is solved.

6. ―I don‘t understand what we are trying to accomplish here, Eddie.‖ Step 2. The objective is not clear.

Applying the Concept 4-2: Classify the Problem Classify the problem in each statement according to the structure and condition under which the decision must be made.

A. Programmed, certainty

B. Programmed, uncertainty C. Programmed, risk D. Nonprogrammed, certainty E. Nonprogrammed, uncertainty F. Nonprogrammed, risk 7. Eric has to decide if he should invest in a new company in a brand-new industry.

E. Nonprogrammed, uncertainty. This is a first-time decision. With a new business, it is very difficult to determine the chances of success. Nonprogrammed, risk (F) is also a good answer because it is difficult to draw a clear line between risk and uncertainty.

8. Tina, a manager in a department with high turnover, must hire a new employee.

C. Programmed, risk. This is a recurring situation—high turnover. When hiring new employees, there is a chance that the new hires will not work out.

9. When Sean graduates from college, he will buy an existing business rather than work for someone else.

F. Nonprogrammed, risk. This is a significant, non-routine decision. With an established business, there is financial information that gives a probability of success. However, there is always the chance that the past will not repeat itself.

10. Rondo is making a routine decision, but being new, he has no idea what the outcome will be.

B. Programmed, uncertainty. This is not common but is an example because it does indirectly state programmed and uncertainty in the statement.

11. Sam, a small business owner, has had a turnaround in business; it‘s now profitable. She wants to keep the excess cash liquid so that she can get it quickly if she needs it. How should she invest it?

D. Nonprogrammed, certainty. This is a first-time decision. To keep the money liquid, she must go with a savings account, certificate of deposit, or money market type of investment with a set rate of interest.

12. Aidan, a purchasing agent, must select new cars for the business. This is the fifth time in five years she has made this decision.

A. Programmed, certainty. This is a recurring decision. With a new car you get a warranty, which makes the investment relatively certain that the car will do the job.

Applying the Concept 4-3: When to Use the Decision-Making Model Using Applying the Concept 4-2, for each situation 7-12 determine if the decision-making model or decision rules or policies and procedures should be used to make the decisions A. Decision Making Model B. Decision Rules or Policies and Procedures Note that in Applying the Concept 4-2, all the answers that are non-programmed are the answers for answer A. Decision-Making Model and the other answers are B. See 4-2 for details of answers.

13. A. Decision-Making Model 14. B. Decision Rules or Policies and Procedures 15. A. Decision-Making Model 16. B. Decision Rules or Policies and Procedures 17. A. Decision-Making Model 18. B. Decision Rules or Policies and Procedures

Applying the Concept 4-4: Using Groups to Generate Alternatives Identify the most appropriate group technique for generating alternatives in each situation.

A. Brainstorming B. Synectics C. Nominal grouping D. Consensus mapping

E. Delphi technique 19. Management wants to expand the business by offering a new product but doesn‘t know what to offer.

A. Brainstorming. The group may come up with some creative ideas that might be good innovations.

20. Management wants to project future trends in the social media industry as part of its long-range planning.

E. Delphi technique. Projecting future trends calls for a forecasting technique.

21. Management at a video game maker wants to develop a new game. It calls in a consultant, who is leading groups of employees and children to come up with ideas together.

B. Synectics. Developing new video game requires generating novel ideas.

22. A department is suffering from morale problems, and the manager doesn‘t know why or how to improve morale.

D. Consensus mapping. Using consensus mapping to get group agreement on a solution to their morale problem would be ideal in this situation.

23. A department is getting new computers, and everyone has to get the same type: either a desktop, laptop, or tablet. The manager doesn‘t know which type to select for her 25 employees.

C. Nominal grouping. A voting technique would work fine for selecting computers with a large group.

Applying the Concept 4-5: Selecting Quantitative Methods Select the appropriate quantitative method to use in each situation.

A. Break-even analysis B. Capital budgeting C. Linear programming

D. Queuing theory E. Probability theory 24. You are on vacation and want to get to a Walmart.

C. Linear programming. Most people will use a GPS, which is use with LP as stated in the examples of FedEx and Uber.

25. Burger King Manager Tania wants to even the workload in her fast-food restaurant. At times, employees hang around with no customers to wait on; at other times, they have long waiting lines.

D. Queuing theory. In a fast-food restaurant, when employees are overworked, there are lines of people waiting. When there are no lines, they are idle. Queuing theory would help the restaurant balance these two.

26. Taylor Rentals manager Matthew wants to know how many times a bounce house will have to be rented out to recoup the expense of adding it to the rental list.

A. Break-even analysis. If the owner pays $1,000 and rents them for $200, it takes five rentals to break even. To make it worthwhile to add a bounce house to the rental list, it would take more than five rentals to make a profit.

27. Machine shop manager Henry is scheduling which products to make on which machines next week.

C. Linear programming. The manager is trying to maximize the use of limited resources.

28. Candida, a lawn-care services sole owner/operator, must decide whether to repair her old truck or to replace it with a new one.

B. Capital budgeting. A truck for Candida is major capital equipment, and this is a fix or replacement of asset.

29. Trevor wants to invest money in commodities futures to make a profit.

E. Probability theory. Investments are usually made under the condition of high risk, especially in commodities. A simple technique is to assign probability of the investments going up or down, such as 50% or 85%.

Applying the Concept Answers Applying the Concept 5-1: Objectives For each objective, state which ―must‖ criterion is not met.

A. Single result B. Specific C. Measurable D. Target date 1. To complete the project within two weeks.

D. Target date. Two weeks is NOT a date. When is it due? It is more effective to set a specific date than to give a time span.

2. To be perceived as the highest quality hotel in the Tri-State by the end of 2030.

C. Measurable. How will you know if you are perceived as the best?

3. To write objectives next week.

D. Target date. It is more effective to set a specific date than to give a time span.

4. To double profits in Mexico.

D. Target date. By when will the objective be met?

5. To sell 10% more nachos and 5% more beer at the hockey game on February 20, 2020.

A. Single result. The objective should contain only one product.

6. To increase sales in 2030.

B. Specific. Sales are measured in the income statement, so the missing criteria is ―By how much do you want to increase sales by—$1, $100, $1,000?

Applying the Concept 5-2: Growth Strategies Identify the type of growth strategy described by each statement.

A. Concentration

B. Related diversification C. Forward integration D. Unrelated diversification E. Backward integration 7. PepsiCo‘s Sprite soda buys lemon and lime groves.

E. Backward integration. Sprite is a manufacturer going backward to supply its own lemon and limes to flavor its soda.

8. Dell computer starts making printers.

B. Related diversification. Computers and printers are related product lines often sold together.

9. Home Depot acquires a tool manufacturer to make its own brand name tools.

E. Backward integration. This is going from retail back to manufacturing.

10. Facebook buys Toys ―R‖ Us. D. Unrelated diversification. Retail toy stores are very different lines of businesses.

11. Apple opens a new Apple Store in a mall.

A. Concentration. This is growth within the same line of business.

12. Tesla starts opening its own dealerships to sell its cars.

C. Forward integration. This is going from manufacturing to retailing.

13. New Age Diamond Mines starts to cut its stones into diamond shapes for jewelry.

C. Forward integration. This is a raw material company going forward to manufacturing by cutting the stones to be sold to retail jewelry stores.

14. Pizza Hut opens one of its fast-food restaurants in China.

A. Concentration. Opening another Pizza Hut is staying in the same line of business.

15. Netflix acquires a small upscale restaurant in New York.

D. Unrelated diversification. Video rentals and streaming and restaurants are not related products.

16. Boeing buys the Johnson Custom Jets company.

B. Related diversification. A large aircraft maker buying a smaller size plane company is related.

Applying the Concept 5-3: Adaptive Strategies Identify the type of strategy represented in each statement.

A. Prospecting B. Defending C. Analyzing 17. Dell pioneers a laptop-powered computer that can be folded up to the size of a smartphone.

A. Prospecting. As pioneers, Dell would be prospecting.

18. Domino‘s used this strategy after Pizza Hut started to copy delivering pizza.

B. Defending. Domino‘s Pizza tried to keep its customers.

19. This is the primary strategy of Walmart in the saturated U.S. market as the number of dollar stores increased.

B. Defending. Walmart tried to keep its customers.

20. When McDonald‘s came out with a new Angus Burger to compete with Burger King‘s successful Angus Burgers, it was using this strategy.

C. Analyzing. McDonald‘s is following the lead of Burger King, who was the prospector.

21. 7-Eleven expands globally by opening stores in Vietnam.

A. Prospecting. Going to new markets is aggressive growth

Applying the Concept 5-4: Competitive Adaptive Strategies Identify the type of strategy represented in each statement.

A. Differentiation B. Cost leadership C. Focus

22. Dollar General variety store B. Cost Leadership. It offers low priced items.

23. Nike sports apparel A. Differentiation. Its Nike swoosh is on all its products.

24. Nickelodeon TV network C. Focus. Nick has children‘s shows.

25. Anytime Fitness exercise gym A. Differentiation. It‘s open 24/7/365.

Applying the Concept 5-5: Identifying Plans Identify the type of plan exemplified by each statement.

A. Policy B. Procedure C. Rule D. Program E. Budget 26. At Ford, quality is job one.

A. Policy. It doesn‘t say how to do a quality job.

27. A helmet must be worm on the football field.

C. Rule. It tells you specifically what to do.

28. Forms for a leave of absence must be filled out, approved, and signed by the supervisor, and submitted to the HR office one month in advance of the planned leave.

B. Procedure. It tells you how to proceed: (1) Fill out the form, (2) have it approved and signed by the manager, and (3) submit it to the personnel office one month in advance of the effective date.

29. We follow the ―Humanics Philosophy‖ at Springfield College.

A. Policy. This is a general guide. No information is given on how to implement the policy.

30. We will make a driverless car within five years.

D. Program. This was a set of activities intended to accomplish an objective of making a driverless car over a specified number of five years.

31. Here is an Excel sheet describing how much I need to run my division next year?

E. Budget. The statement requests a budget. Excel is commonly used for budgeting.

Applying the Concept Answers Applying the Concepts 6-1: Types of Change Identify the type of change in each statement: A. Strategy B. Structure C. Technology D. People 1. ―Jane, as HR director, I need you to get employees company-wide to be more open to changing faster to keep up with our competitors.‖ A. Strategy. Changing faster will take a change in culture, which is a strategy change.

2. ―Usain, we need to purchase the new machine to speed up production.‖ C. Technology. A new machine is an example of technology.

3. ―Tania, we are improving our smartphones by making the battery life longer.‖ C. Technology. This is an example of the systems process of transforming inputs (new, improved ones) into outputs.

4. ―Karl, did you hear we are implementing a retrenchment strategy by laying off 2,500 employees.‖ B. Structure. Layoffs of 2,500 will change the organizational structure.

5. ―Matt, we are going to have to focus on retaining our existing customers to stop losing them to Amazon.‖

A. Strategy. This is an example of a defending strategy.

6. ―Joseph, I‘d like you to get a college degree so you can advance into management positions with us.‖ D. People. Education is a form of training to improve an employee‘s skills.

Applying the Concept 6-2: Innovative and Noninnovative Cultures Identify the type of organizational culture described in each statement.

A. Innovative culture B. Noninnovative culture 7. ―Ryan, I tried to develop a better tasting cola, but people like the old taste better.

However, my boss gave me a very sincere thanks for trying.‖ A. Innovative culture. Employees are encouraged to try creative ideas and are not punished for failure in innovative cultures.

8. ―Chloe, Why is our boss so autocratic; always telling us all the details of how to do a new task without our input?‖ B. Noninnovative culture. This is an example of focusing on means rather than on ends.

9. ―Heidi, does your boss focus on having you follow the rules too?‖ B. Noninnovative culture. Closely following standing plans rather than flexibility stifles creativity.

10. ―Connor, our supervisor lets us do our jobs any way we want to, so long as we meet our objectives.‖ A. Innovative culture. Jobs autonomy is commonly used by innovative companies.

11. ―Ashley, when we come up with a creative idea, we have several levels of management that have to approve the innovation.‖ B. Noninnovative culture. Tall organizations tend to be bureaucratic with multiple levels of management to slow innovation.

Applying the Concept 6-3: Resistance to Change Identify the type of resistance to change in each statement.

A. Uncertainty B. Learning anxiety C. Self-interest D. Fear of loss E. Fear of loss of control F. Successful habits 12. ―Did you hear that the company is going to retrench and lay off 1,000 people and eliminate some departments, including ours? We have to fight it.‖ D. Fear of loss. A layoff will result in a loss of jobs and pay.

13. ―I don‘t think the new way is better. We really don‘t need to make this change, do we boss?‖ A. Uncertainty. The person is reacting defensively denying its better and questioning the need to change.

14. ―Did you hear that they now want us to log on when we get to and leave work, and even when we take breaks. Don‘t they trust us anymore? We need to fight this.‖ E. Fear of loss of control. The statement indicates loss of power, status, and control over their time.

15. ―It isn‘t fair to take away our sales commission and put us on salary only. This is going to result in my getting a pay cut.‖ C. Self-interest. Getting a pay cut goes against the person‘s self-interest.

16. ―Coach, I‘m batting .333 now and I‘m comfortable with my batting stance. Why should I change my batting stance?‖ F. Successful habits. The player believes in the current successful batting stance, so why change?

17. ―I like using Microsoft Office software. I don‘t want to change to Google software because I heard it‘s more difficult and it will slow down my work.‖ B. Learning anxiety. Using Google requires new learning, which is causing some anxiety resulting in temporary incompetency in slower work.

Applying the Concept 6-4: OD Interventions Identify the appropriate OD intervention for the change described in each statement.

A. Training and development B. Sensitivity training C. Team building D. Process consultation E. Forcefield analysis F. Survey feedback G. Large-group intervention H. Work design I. Direct feedback 18. ―Tony, when we install the new software, who is going to learn to run it?‖ A. Training and development. Training is the process of developing skills to be used on the job.

19. ―Chase, what intervention will we use to prepare our employees to put the product together as a group rather than each person continuing to produce one part of it?‖ C. Team building. Team building can help employees learn to work effectively as a group.

20. ―Liza, are you sure this intervention will work? Our team has a lot of conflict that is affecting how we get along as we complete the job.‖ D. Process consultation. It is used to improve team dynamics—how people interact as they work.

21. ―Hannah, what interventional can we use to make jobs more interesting and challenging for employees?‖

H. Work design. Job enrichment is used to make jobs more interesting.

22. ―Kent, our employees are often rude to each other. What intervention can we use to make them better understand how their behavior affects their coworkers?‖ B. Sensitivity training. It is used to ―teach people how their behavior affects others and how others‘ behavior affects theirs.‖ 23. ―Bella, is there an intervention we can use with small group together to figure out things that are holding us back from getting a higher product quality rating and what we can do to improve quality?‖ E. Forcefield analysis. The present quality rating is not high (center), the things holding us back are hindering forces (left) and the how to improve are the driving forces (right).

24. ―Jordan, I think we could benefit from using intervention that gets lots of employees from many departments and our key suppliers to discuss ideas on improving productivity.‖ G. Large-group intervention. Bringing together participants from all parts of the organization to improve productivity is essential the large-group intervention; it is the only organization wide intervention, and the only one listing outsiders—suppliers.

25. ―Winona, we need an intervention that can identify the employee morale problems so we can change the situation.‖ F. Survey feedback. A questionnaire can be used to gather data as the basis for change.

26. ―Emily, I‘ve been hearing a lot about social media marketing. Should we try it?‖ I. Direct feedback. An outside expert in this field can make a recommendation. After making the decision on moving to the net, other interventions (such as hiring an expert outsider or and/or training an employee) could be used to properly use it.

Applying the Concept Answers Applying the Concept 7-1: Principles of Organization Identify which organizational principle or principles are represented by each statement.

A. Unity of command and direction B. Chain of command C. Span of management D. Division of labor E. Coordination F. Balanced responsibility and authority G. Delegation H. Flexibility 1. ―Tom told me to use his computer to get some information for him. But when I got to the computer, it was turned off, and when it booted up, I didn‘t have Tom‘s password, so I couldn‘t get the information.‖ F. Balanced responsibility and authority. The employee was not given the password; the assignment was delegated without authority.

2. ―Rachel handles all the accounts receivable transactions, and Ed does all the accounts payable transactions.‖ D. Division of labor. They specialize by business accounting functions.

3. ―I know it will be difficult to supervise 19 employees reporting to you, Jennifer, but by cutting two managers, we all have to take on more employees.‖ C. Span of management. The number of employees reporting to a manager is the span of management.

4. ―He is a good customer, Helen, so make him happy and ignore the rule and give him cash refund without the sales receipt.‖ H. Flexibility. Being allowed to breaking rules is being flexible.

5. ―To make your job more interesting, Andy, I‘m going to assign a new task to you.‖ G. Delegation. Assigning a new task is a delegation.

6. ―My department manager, Rick, tells me to do one thing, but my project manager, Betty, tells me to do something else at the same time. Whom should I listen to?‖ A. Unity of command and direction. Having two bosses violates the unity of command principle.

7. ―I need Carlos to do some research for me, but as a middle manager, I can‘t give an operative employee a direct order to do it. I have to have my supervisor, Christina, give Carlos the assignment for me.‖ B. Chain of command. The manager is following the downward chain of command.

8. ―The ambulance is on the way. Anita, call Dr. Rodriguez and have her get to emergency room A in 10 minutes. Aaron, prepare emergency room A. Juan, get the paperwork ready.‖ E. Coordination. The head nurse is coordinating the organization‘s resources through ordering or instructing employees to do their jobs rather than truly delegating new tasks to them.

9. ―As part of orienting new employees to our firm, we stress the importance of learning our mission statement so that it will guide you in doing your job.‖ A. Unity of command and direction. The mission statement provides the principle of unity of direction.

10. ―Here is a copy of our organization chart so that you can see our firm‘s formal organizational structure.‖ B. Chain of command. The organization chart shows the chain of command.

Applying the Concept 7-2: Levels of Authority Identify the level of authority in each of the situations below.

A. Authority to inform B. Authority to recommend C. Authority to report D. Full authority 11. ―José, I need a new laptop. Please do some research giving me a list of competitive laptops and tell me which one you like the best.‖

B. Authority to recommend. Telling the best is a recommendation.

12. ―Kyle, you know your stuff, just handle the customer complaint as you think is best, and you don‘t need to get back to me on this.

D. Full authority. Although consulting the boss for advice, Ki was given full authority.

13. ―Ethan, please collect the job resumes HR sends over during the week and give them all to me on Monday at 10:00.‖ A. Authority to inform. The resumes are possible actions, but Hank has no say in who gets hired.

14. ―Kim, of the three job candidates, which one do you think is the best fit with our department members?‖ B. Authority to recommend. Asking for one of the three, Kim will give a recommendation to the boss.

15. ―Hi, Micheal. I‘d like you to meet Sunita. I hired her as the new administrative assistant for my department and I‘m orienting her. Sunita, this is my manager Micheal.‖ C. Authority to report. The manager hired Sunita with the input of the boss Tom, and is now reporting his new hire.

16. ―Brandon, your job is to show the potential customer the cars, answer their questions, and take them for a test drive. If they are interested in buying a car, bring them to me and I will handle the purchase.‖ A. Authority to inform. Eddie informs the boss of possible customers, but has no decision making authority.

Applying the Concept 7-3: Authority Identify the type of authority referred to in each statement.

A. Formal B. Informal C. Centralized D. Decentralized

E. Line F. Staff 17. ―Jackson, we need to meet to revise your proposed budget. Please meet me in the accounting department at 10:00 tomorrow.‖ F. Staff. Accounting is a staff department that advises budgets in all departments to create a master budget.

18. ―Kyle, you know your stuff, just handle the customer complaint as you think is best and you don‘t need to get back to me on this.‖ D. Decentralized. The manager is letting Kyle make the decision.

19. ―I like your creative idea for a new product. I‘ll talk to the boss, and if Jamal likes it, he‘ll let us present the idea to his boss.‖ A. Formal. They are following the formal chain of command.

20. ―When I recommend good sales rep job candidates to the marketing manager, I get angry when Alyssa does not hire them.‖ F. Staff. This is a human resources staff person who is advising and assisting with hiring for the marketing department.

21. ―Everyone throughout the organization is encouraged to share information and knowledge with everyone else to get the job done.‖ B. Informal. Within the informal organization, people develop patterns of relationships and can communicate outside the chain of command.

22. ―It‘s time to stop making pencils and start making pens.‖ E. Line. This is a line manager giving production instructions to an employee.

23. ―Being a manager here is great because we have the autonomy to run the department the way we want to.‖ D. Decentralized. Having autonomy to run the department is decentralization 24. ―Don‘t forget—don‘t take any action until you check with me for my approval first.‖

C. Centralized. The higher level manager is going to make the decision—micromanagement.

Applying the Concept 7-4: Departmentalization Identify the type of departmentalization illustrated by each organization chart.

A. Functional B. Product (service) C. Customer D. Territory (geographic) E. Matrix F. Divisional 25. Proctor & Gamble (P&G)

E. Matrix. Three left activities are provided for all three divisions making it a matrix.

26. Chicago Counseling

B. Product (service). The company is a consulting firm. These are services it offers to its clients.

These are not internal functions.

27. Digital Age PC

C. Customer. The customers have different needs. The books sold to each type of customer are different.

28. Worldwide Marriage Encounters – UAS

D. Territory (geographic). These are departmentalized by geographic areas.

29. Latino International

F. Divisional. These are business units in a conglomerate structure.

30. Toys For U Production Department

A. Functional. These are internal activities within a functional area of production stages.

Applying the Concept 7-5: Job Designs Identify which job design technique is exemplified in each statement.

A. Job simplification B. Job rotation C. Job enlargement D. Job enrichment/Job Characteristics Model E. Work teams 31. ―Emma, I‘d like you to learn how to run the monthly budget reports for Kramer while he is on vacation.‖ B. Job rotation. The person will do his or her usual job, rotate to budgeting, and then rotate back to his or her usual job.

32. ―Sarah, I don‘t use the appendix information when I use the report, so don‘t include it anymore.‖ A. Job simplification. Not including the appendix eliminates work.

33. ―I‘d like you to work together to come up with ways to improve how your jobs get done.‖ E. Work teams. The manager is asking the department members to act as a team to redesign jobs 34. ―Jamal, would you like me to delegate a new task to you to make your job more challenging?‖ D. Job enrichment. Delegating challenging tasks is a simple way to enrich jobs.

35. ―You will be given $50 per day for meals when you travel, so you no longer need to provide receipts.‖ A. Job simplification. This is eliminating paper work.

36. ―Juanita, I want your job to be less repetitive. So, you will be trained to add a couple of new tasks to your job responsibility.‖

C. Job enlargement. Adding new tasks to a job is enlarging it.

Applying the Concept Answers Applying the Concept 8-1: Group or Team Identify each statement as characteristic of a group (A) or a team (B).

A. A group B. A team 1. ―Ashley, I get the assembled product from Tina; then I paint it and send it to Jamal for packaging.‖ A. A group. Members are performing independent parts of the production process 2. ―Chloe, I‘d rather just get paid for my own output. I make more money with this current bonus system because I sell more than the rest of the sales reps.‖ B. A team. Teams tend to get some form of pay based on the team‘s performance. Groups are evaluated on individual performance, which this person is indicating a preference for.

3. ―There are ten people in my department, and we get along well.‖ B. A team. Teams have small numbers and share leadership.

4. ―Our boss is great. She lets us all participate in decisions.‖ B. A team. Teams have shared leadership.

5. ―Supervisor Hannah is the only one who conducts employee performance appraisals in our department.‖ A. A group. In teams, the members evaluate individual and group performance.

6. ―Your department has goals, Will; we don‘t. But we have been told to do the best we can to accomplish the company mission statement.‖

A. A group. General mission accomplishment is a characteristic of groups; teams have their own objectives.

7. ―Ethan, this job is boring. All I do is put the chip in and give it to you.‖ A. A Group. Members are performing independent parts of the production process

Applying the Concept 8-2: Types of Group Structure Identify the dimension of the group structure exemplified in each statement.

A. Formal group B. Informal group C. Functional group D. Cross-functional group E. Task force F. Standing committee G. Global virtual team 8. ―Kent, don‘t forget we have a Skype meeting with our England and German engineers at 6:00 our time today.‖ G. Global virtual teams. Members in England and Germany are in different places working together.

9. ―Taylor, I just got elected to serve a three-year term on the budgeting group.‖ F. Standing committee. Election to a budgeting group indicates that it is an ongoing group, so it would be a standing committee.

10. ―Juanita, some of our department members are going skiing next Sunday. Want to join us?‖ B. Informal group. Going skiing is not a formal group work activity.

11. ―Sarah, will you serve on the search group to select the new software program?‖ E. Task force. Once the software program is selected, the search group will discontinue.

12. Justin, our group consists of our sales manager and seven sales reps.

C. Functional group. All eight employees work in on limited area of sales.

Applying the Concept 8-3: Roles Identify the type of role exemplified in each statement.

A. Task B. Maintenance C. Self-interest 13. ―We are getting sidetracked talking about TV shows we like to watch.‖ A. Task. Getting the group back on track helps to get the job done.

14. ―I want to hear Kayla‘s idea before we make this decision.‖ B. Maintenance. Encouraging everyone to participate is not getting the job done; it helps to sustain group process.

15. ―So do we all understand the objective? Any questions?‖ A. Task. Clarifying the objectives helps to ensure that the job gets done correctly.

16. ―We tried your idea before you came to work here, Sandy. It did not work then, so it won‘t work now. Let‘s just do it my way.‖ C. Self-interest. Pressing for one‘s own ideas is not a task or maintenance role.

17. ―Tania‘s idea is better than mine. Let‘s implement her idea instead of mine.‖ B. Maintenance. Being willing to change ideas helps to sustain the group and prevents conflicts.

Applying the Concept 8-4: Group Process Identify the dimension of the group process exemplified in each statement.

A. Roles B. Norms C. Cohesiveness

D. Status E. Decision making F. Conflict resolution 18. ―Every time there is a disagreement, Aiden plays the peace maker to get the members to come up with some type of compromised agreement to keep the team moving forward on the task.‖ A. Roles. Although Aiden works on resolving conflicts (which is a good answer, but not the best) the focus is on playing the peace keeper—which is a maintenance role.

19. ―You‘re late, Sue. Everyone else was on time, so we started without you. Be on time for the next meeting.‖ B. Norms. This is an example of a group enforcing one of its norms.

20. ―What does this topic have to do with solving the problem we are working on?‖ A. Roles. This person is playing a task role to get the group back to work.

21. ―We do have occasional differences of opinion, Jon. But you will find out that we really get along well and enjoy working together.‖ C. Cohesiveness. The statement indicates how members stick together.

22. ―Let‘s stop the discussion and select one of these three insurance packages.‖ E. Decision making. Selecting an alternative is part of the decision making model.

23. ―That‘s a tough one. Go ask Kennedy; she knows more about the program than any of us.‖ D. Status. Kennedy is a high-status person owing to knowledge of the program.

24. ―Every time there is a disagreement Aiden tries to get the members to work out the problem.‖ F. Conflict resolution. A disagreement is a conflict and working through it as a group will help to resolve it.

Applying the Concept 8-5: Problematic Group Members Identify the problem type described in each statement.

A. Silent type B. Talker C. Wanderer D. Bored member E. Arguer F. Social loafer 25. Tony asks if anyone heard about their manager and the new guy she‘s dating.

C. Wanderer. Talking about gossip is getting off the subject.

26. ―Clarita, this looks like you just rushed through this to get it down without concern for giving us really good data for our team presentation.‖ F. Social loafer. This statement of poor quality work is characteristic of the social loafer.

27. Connor is thinking about his first date with a woman he met through an online dating service tonight.

C. Wanderer. His mind is wandering.

28. Kevin is usually reluctant to give his ideas, and when he does and is challenged, Kevin backs down easily.

A. Silent type. This statement is characteristic of the silent member.

29. Chris enjoys challenging members‘ ideas and getting them emotional so they will let him get his own way.

E. Arguer. Challenging ideas and making personal comments/attacks are characteristics of arguers.

30. Kim is always first or second to give her ideas. She is always elaborating in detail on others‘ ideas as well.

B. Talker. Kim talks a lot and dominates the conversation.

31. Sonia, one of the usually active group members, is sitting back quietly today for the first time. The other members are doing all the discussing and volunteering for assignments.

D. Bored member. A silent type does not start talking and then later get quiet. This usually active member is not participating for some reason; maybe a personal problem. Therefore, this member is most likely bored.

Applying the Concept Answers Applying the Concept 9-1: Legal or Illegal Questions As stated in the text, remember, if the question is not relevant to the candidates‘ ability to do the job, it may be illegal and should not be asked.

Using the two major rules of thumb for preemployment inquiries and Exhibit 9-3, identify whether each question can or cannot be asked during a job interview.

A. Legal (can ask) B. Illegal (cannot ask during preemployment) 1. You have a different accent. What country are you from?

B. Illegal (cannot ask during preemployment). You can‘t ask about national origin, citizenship, or race. See Exhibit 9-3.

2. Have you ever worked under a different name?

A. Legal. You can ask if the person worked under a different name. Several women do change their names when they get married. See Exhibit 9-3.

3. So you want to be a secretary. How much do you weigh?

B. Illegal (cannot ask during preemployment). You can‘t ask about weight unless it is a BFOQ, which is not likely for a secretary.

4. So you want to work for The Gap, how much were you paid at Sears?

B. Illegal (cannot ask during preemployment). You can‘t ask how much the candidate was paid on the job. See Exhibit 9-3.

5. Are you a member of the National Guard?

B. Illegal (cannot ask during preemployment). You can‘t ask this question. What does it have to do with performing the future job? See Exhibit 9-3.

6. Who recommended that you apply to work at Zillow?

A. Legal. You can ask this question. See Exhibit 9-3.

7. How do you feel about unions?

B. Illegal (cannot ask during preemployment). Feelings about unions are not really job-related, but it is legal to ask about union membership when it is required to be a union member to get the job. See question 17.

8. What is your age?

B. Illegal (cannot ask during preemployment). This could be used to discriminate against older workers.

9. Did you ever get arrested for stealing on the job?

B. Illegal (cannot ask during preemployment). Students may say this question is tricky, and it is.

But the laws are very tricky and if you use the wrong wording, you can be asking for illegal information. You cannot ask whether the candidate has ever been arrested (an arrest does not prove guilt); however, you can ask whether the candidate has been convicted of a felony.

10. Do you own your own car?

B. Illegal (cannot ask during preemployment). In this context, it is not job-relevant. However, if you were hiring a delivery person, a car would be a BFOQ. However, asking if you own a car is still illegal. The way to ask the question legally is, ―Do you have access to a car you can use to make deliveries?‖ Who owns the car is not really relevant; what‘s wrong with using a parents or someone else‘s car? Again, this can be considered tricky.

11. Tell me if you have any form of disability.

B. Illegal (cannot ask during preemployment). You can only ask this if there is anything that would prevent an applicant from performing a specific task. For example, being in a wheel chair doesn‘t affect the ability to sit at a desk and work.

12. Do you belong to the Jewish Community Center, the Knights of Columbus (KofC), or other similar organizations?

B. Illegal (cannot ask during preemployment). You cannot ask about membership in any nonjob-related organization that would indicate the candidate‘s race (Jewish), religion (both Jewish and KofC are Catholic), or the like.

13. Do you have proof that you are legally eligible to work in the United States of America?

A. Legal (can ask). You can ask if an applicant can prove it, but not to actually prove it until after hiring.

14. Can you speak any foreign languages?

A. Legal (can ask). It‘s okay to ask what languages an applicant can speak but not what language the candidate speaks when not on the job or how the candidate learned the language. This could be a BFOQ for a service type of job answer the phone in Spanish, for example.

15. What is your marital status: single, married, or divorced?

B. Illegal (cannot ask during preemployment). You cannot ask specific questions about marital status until after the person is hired, and divorced is not an appropriate category.

16. I like children; do you have any?

B. Illegal (cannot ask during preemployment). This is a leading question that could be used to discriminate against people with large families.

17. I see that you are applying for a truck driver position with us at UPS. Are you a member of the Teamsters labor union?

A. Legal (can ask). It‘s okay to ask about membership in job-related organizations, such as unions or professional or trade associations. In some states, you have to be a member of a union to get certain jobs.

18. What is your sexual orientation–straight or homosexual?

B. Illegal (cannot ask during preemployment). You cannot ask questions about the candidate‘s sexual orientation/preference if it has nothing to do with qualifications for the job.

19. How did you like your prior jobs? Did you file a lawsuit against an employer?

B. Illegal (cannot ask during preemployment). This is not job related and can be used to discriminate.

20. Where do you live now, and how long have you resided there?

A. Legal (can ask). It‘s okay to ask; see Exhibit 9-3 address.

21. Have you ever tested positive for a sexually transmitted disease, HIV, or AIDS? B. Illegal (cannot ask during preemployment). This is not job-related and violates ADA laws.

Applying the Concept 9-2: Sexual Harassment Indicate which kind of behavior is described in each statement. If you select A, choose the type of sexual harassment as either Type 1 or Type 2 and place the number on the second line.

A. Sexual harassment: (1) quid pro quo or (2) hostile work environment B. Not sexual harassment 22. Chloe tells her assistant José that if he goes to a motel with her, she will recommend him for a promotion.

A. Sexual harassment (1) quid pro quo. Sex as a requirement for the job is illegal.

23. Out of nowhere, Jim surprisingly receives a Snapchat nude picture of coworker Colin.

A. Sexual harassment (2) hostile work environment. Although no complaint is stated, the courts have found offensive pictures to create a hostile work environment. Jim could report the harassment, but it would be hard to prove without the picture or reliable witnesses. But if reported, HR would have a record of the complaint and would support documentation of a prior witness.

24. Marisol drops some cookie crumbs in Jonathan‘s lap and immediately brushes them off with her hand and gives his privates a gentle squeeze that causes him to jump up in surprise.

A. Sexual harassment (2) hostile work environment. Any touching of private areas is clearly sexual harassment the first time, as it creates a hostile work environment.

25. Sue and Karly, both hung up pictures of nude men and women on the walls near their desks, in view of other employees who walk by.

A. Sexual harassment (2) hostile work environment. Although no complaint is stated, the courts have found offensive pictures to create a hostile work environment.

26. Brandon tells his coworker Jennifer an explicitly sexual joke, even though twice before Jennifer said she doesn‘t want to hear dirty jokes.

A. Sexual harassment hostile work environment. (2) After being told to stop, Billy Bob‘s behavior creates a hostile work environment.

27. Kelly typically puts her hand on Tim‘s shoulder as she talks to him, and Tim is comfortable with it.

B. Not sexual harassment. As long as both parties are comfortable with touching, it is not sexual harassment. However, touching is generally not recommended, and if one party tells the other to stop touching and it continues, it is sexual harassment.

28. Adam, the supervisor of the production department, tells subordinate Carleen that he thinks she is sexy and that he‘d like to take her out.

B. Not sexual harassment. There is nothing illegal with asking for a date, unless the person has stated ―No‖ before and asked that the behavior stop. However, if there is a company workplace relationship policy, this could be internal company harassment.

Applying the Concept 9-3: Recruiting Sources Select the major recruiting source(s) that should be used for each of the job openings described.

A. Internal recruiting/mobility B. Employee referrals C. Walk-ins D. Outside organizations

E. Agencies F. Advertising/Internet 29. ―We need a new sales rep. Sales Manager Carlos likes to hire young people without experience to train them to sell using our unique approach, so please recruit for the position ASAP.‖ D. Outside organizations. Educational institutions are good places to recruit people who have no prior experience.

30. ―Shane, Robert is taking a three-week paternity leave, so please recruit a replacement for him.‖ E. Agencies. Temporary agencies provide part- or full-time help for limited periods.

31. ―Emily, our first-line supervisor Henry is retiring in two months. What recruiting method should we use to replace him?‖ A. Internal recruiting/mobility (promotions from within). Most first-line supervisors are promoted from within because they have the technical skills to understand the departmental operations.

32. ―Oh, by the way, Sonata, do you know anyone who could fill the administrative assistant position in your department?‖ B. Employee referrals. This is having employees recruit.

33. ―We need a person to perform routine cleaning services in a couple of weeks, but we have no budget. Lee Ann, can you please pick someone coming in looking for a job?‖ C. Walk-ins. People coming in are walk-ins are a good source for unskilled labor.

34. ―Hi, Ashley. Please go online and see if you can get us some applications for the software engineer job opening.‖ F. Advertising/Internet. Going online is using the internet.

Applying the Concept 9-4: Training and Development Methods To select the most appropriate training method for each situation, first, select the skill being developed and place the number on the first line: 1. Technical skills 2. Interpersonal skills 3. Decision-making skills Next, use the letters ranging from A to J in the second column, ―AC 9-4,‖ of Exhibit 9-7 and put it on the second line.

35. ―I‘m delegating to you the task of calculating the company‘s turnover rate last year compared to the last five years, and I need your report tomorrow.‖ 1 D. Projects. A project is used to give employees special assignments, such as preparing a report.

36. You need to train employees to cover for each other when they are not on the job being absent or on vacation.

1 C. Job rotation. With job rotation, employees are trained to perform different jobs.

37. You want to conduct a diversity training program to improve the relationship between diverse group members to better understand each other.

2 E. Role-playing. To develop relationship there are only two options. Role-playing or behavior modeling. With diversity, there is no correct model to follow (so behavior modeling is not appropriate), and role-playing is used to develop empathy—understanding each other better.

38. ―You will like the course because you get information on a company and do an analysis to improve its performance by answering questions.‖ 3 G. Cases. The course is based on the case method.

39. ―Now I‘m going to show you how to run the machine.‖ 1 A. Written material, lectures, videotapes, question-and-answer sessions, discussions, demonstrations (JIT).

40. The HR department needs to develop a method to developing interpersonal and decision-making skills for managers all over the United States of America and three other countries that allows them to get the training on their own whenever they can get it done.

3 J. Interactive videos. This clear describes interactive videos.

41. You will be running a company by filling out these forms and getting quarterly results on your performance; the most important measure of success is stock price.

3 I. Management games. With a management game, trainees work as part of a team to ―manage‖ a simulated company over a period of several game ―quarters‖ or ―years.‖ 42. There has been a large increase in the number of employee complaints. You need to develop a training program that will improve supervisors‘ ability to resolve complaints.

2 F. Behavior modeling. With behavior modeling, trainees watch how to handle employee complaints following the steps of a model, and then role-play a situations that could occur on the job to develop skill at handling complaints on the job.

43. Your company is growing fast and hiring lots of new employees who must learn several rules and regulations before they can start their jobs.

2 B. Programmed learning. Programmed learning is appropriate when there is a large number of employees to be trained on an ongoing basis. It is prepared once (time consuming) and reused several times (time saved in the long run).

44. You have new employees whom you must train to handle the typical daily tasks and problems that may come up that they will have to handle on the job.

3 H. In-basket exercises. An in-basket exercise is appropriate for teaching employees how to handle the daily problems they will face on the job.

Applying the Concept 9-5: Performance Appraisal Methods Select the performance appraisal method (see Exhibit 9-9) that is most appropriate for the given situation.

A. Critical incidents file B. Management by objectives (MBO)

C. Narrative method D. Behaviorally anchored rating scales (BARS) E. Rating scale F. Ranking 45. Jessica is not performing up to standard level of production.

A. Critical incidents file. A critical incidents file is a record of positive and negative performance of an employee throughout the performance period. It is used to tell an employee exactly what the present problems are and to serve as the basis for changing performance.

46. Kassandra wants to use an assessment system for developing each employee.

B. MBO. MBO is the most individualized development method.

47. Managers and employees have complained that the one existing appraisal form does not work well for different types of employee jobs. Usain has decided to hire an HRM professional to develop a performance appraisal system that is more objective and job specific, with forms for various employee groups.

D. BARS. BARS is the most objective method and is used with specific jobs.

48. Samantha asked you for a letter of recommendation for a job she applied for at another company.

C. Narrative method. The narrative method requires a manager to write a statement (in this case, a letter of recommendation) about an employee‘s performance.

49. Indra started a small company and now has a dozen employees. She wants to develop one performance appraisal form that you can use with all employees.

E. Rating scale. Rating scales can be used across jobs because they are general in nature.

50. John has been promoted from a supervisory position to a middle-management position and needs to select his replacement.

F. Ranking. Ranking compares an employee to other employees. It is needed to determine who is best qualified among the present employees.

Applying The Concept Answers Applying the Concept 10–1: Big Five Personality Types Identify the personality type indicated by each comment.

A. Extroversion B. Agreeableness C. Emotionalism D. Conscientiousness E. Openness 1. ―I don‘t trust William to get the report to me today by 3:00 today.‖ D. Conscientiousness. The statement is saying that William doesn‘t have conscientiousness.

2. ―Be ready to overcome Mary‘s resistance to the new change.‖ E. Openness. The statement is saying that Mary is not open to change.

3. ―As usual, Bob is complaining about our new project.‖ B. Agreeableness. The statement is saying that Bob is not being agreeable.

4. ―I really like working with Tanya because she always comes through with good work.‖ D. Conscientiousness. The statement indicates a responsible worker.

5. ―Tyson is a pleasure to work with because he is so cooperative. We get along great.‖ B. Agreeableness. The statement indicates a person that is easy to work with.

6. ―I appreciate Lianna because she always comes with creative ideas during meetings.‖ E. Openness to experience. The statement indicates a person that is willing to try new things.

7. ―I really like working on Jim‘s because he is so easy to have a conversation with.‖ A. Extroversion. The statement indicates a person that is social and talkative.

8. ―I enjoy working for Terri because she never stirs up drama over little things.‖ C. Emotionalism. The statement indicates a person that is emotionally stable.

Applying the Concept 10-2: Perception Bias Identify the perception bias indicated by each comment.

A. Selectivity B. Frame of reference C. Stereotyping D. Expectations E. ―Like me‖ assumption 9. ―Kara, don‘t you realize that your opinion is not as logical as mine. So we should do the task my way.‖ A. Selectivity. The person is screening information in favor of his or her desired outcome.

10. Bonita is an emotional person, so she will not make a good supervisor.

C. Stereotyping. This is negative stereotype about women.

11. ―Hank, I know you‘re a good worker, but I can‘t give you the assignment again. You should understand that I have to be fair to everyone in the department.‖ B. Frame of reference. This indicates Hank seeing things from his point of view, not the manager‘s.

12. ―Shawn, I thought you were my friend, and that you would back me on this.‖ E. ―Like me‖ assumption. An assumption is made regarding thinking alike.

13. ―Jayden, your point is weak. Don‘t you understand that my idea is much better?‖ A. Selectivity. This statement indicates screening information in favor of getting his way.

14. ―The new project manager, Kit, is a single parent, so I guess he won‘t have his mind on his work.‖ C. Stereotyping. This is a generalization of a group to one individual.

15. ―I usually know what Conroy is going to say at meetings. He is so predictable.‖

D. Expectations. This indicates seeing or hearing what is anticipated.

Applying the Concept 10-3: Using Power Identify the appropriate type of power to use in each situation.

A. Coercive B. Connection C. Reward or legitimate D. Referent E. Information or expert 16. Tony is over at Helen‘s desk talking instead of doing his job.

A. Coercive. As the mangers, tell Tony to get back to work.

17. You have to get an important customer order shipped today, and Sonia is not working to standard again. Sonia claims that she does not feel well and cannot afford to take time off, so she can‘t get much work done today.

C. Reward or legitimate. You should make Sonia realize the importance of getting the order out through a legitimate request for doing her job or going home sick.

18. Ari, one of your best workers, is currently not doing a good job as usual. You think Ari has a personal problem affecting her work.

D. Referent. You will get the best results at influencing Ari by working on the relationship side of power. Show a personal concern and willingness to help.

19. A new, expensive robot machine is now available that can increase your department productivity, and you want one. Major purchases must be approved by a committee, and its decisions tend to be influenced by politics.

B. Connection. Working on the political connections is advisable to gain support for your request.

20. Amita has talked to you about getting ahead and has asked you to help prepare her for a supervisor position when the next opportunity opens.

E. Information or expert. Amita is looking for information and your expertise to help her get promoted.

21. Samuel is not wearing a required safety vest again, saying it is too hot.

A. Coercive. When employees are intentionally not following orders or rules, discipline through coercion is appropriate.

Applying the Concept 10-4: Political Behavior Identify the political behavior in each situation as A. Effective B. Ineffective 22. Juanita has to drop off daily reports at a certain office by noon. She brings them in around 10:00 a.m. on Mondays and Wednesdays so that she can run into some higher-level managers who meet at that time near the office. On the other days, Juanita drops the reports off around noon on her way to lunch.

A. Effective. This is a way of getting recognition and visibility and developing connections.

23. Ron signed up to play on the company softball team that includes some higher-level managers.

A. Effective. Ron can make some political connections by learning the power players.

24. Wei told his boss‘s boss about a mistake her boss made yesterday.

B. Ineffective. If Wei‘s boss finds out about this behavior, this could be a big surprise that his boss could hold against Wei. 25. Romeo avoids socializing so that he can be more productive on the job.

B. Ineffective. Being a good worker is important, but you also need interpersonal relations to get things done politically. Socializing is an important part of power and politics.

26. Juliet sent copies of a report that she wrote to three higher-level managers.

A. Effective. This is a way of getting recognition and visibility for your work. However, you don‘t want to sound like a bragger.

Applying the Concept 10-5: Conflict Management Styles Identify the most appropriate conflict management style to use in each situation.

A. Avoiding style B. Accommodating style C. Forcing style D. Negotiating style E. Collaborating style 27. Kim says she thinks President Donald Trump is doing a good job. Coletta starts talking politics and how much she hates President Trump.

A. Avoiding style. It‘s best not start an argument over Trump than could hurt their relationship.

28. Usain is over budget for labor this month. The store is currently not busy, so he asks Erica, a part-time employee, to leave work early. Erica tells him she doesn‘t want to go because she needs the money.

C. Forcing style. It is part of the manager‘s job to implement unpopular decisions.

29. Kendra joined a committee that she has no real interest in to make contacts. At a meeting, she makes a recommendation that is opposed by narcissist Kirkland, who is using a forcing style.

B. Accommodating style. When the conflict is not important to you but is for the other party, let it go. If you take a stance against the other person, this person and others that side with this person will not help in networking.

30. Deanna is on a task force that has to select a new high-tech machine. The four alternatives will all do the job, but team members disagree about the brand, price, and service.

D. Negotiating style. This is a situation in which there is no simple clear solution, so a compromise is appropriate.

31. Jessica is the sales manager. Competent sales rep Hemet is trying to close a big sale. The two are discussing the next sales call, and they disagree on the strategy to use to close the sale.

E. Collaborating style. This is an important issue that requires an optimal solution. Hemet needs to feel comfortable going into the sale. If the manager forces Hemet to do it her way, he may rebel and intentionally lose the sale to show Jessica was wrong. If they both agree on the strategy, the odds of closing the sale will be higher.

32. Donald is on his way to an important meeting and running a little late. As he leaves the office, at the other end of the work area he sees Brittany socializing instead of working.

A. Avoiding style. Donald doesn‘t have time to confront Brittany now; however, when he gets back, Donald should talk to her.

33. Ram doesn‘t like working every other Saturday. A good coworker, Ross tells Ram that his cousin Eddie is getting married on Saturday and asks Ram if he will work his shift.

B. Accommodating style. Although Ram doesn‘t like to work on Saturday, part of friendship relationships is to help each other when needed. Also, Ross will now own Ram a favor.

Applying the Concept Answers Applying the Concept 11-1: The Performance Formula Identify the factor contributing to low performance in the following five situations.

A. Ability B. Motivation C. Resources 1. Darren, I know you are trying hard, but it‘s not about effort; I give merit raises based on results.

A. Ability. Darren doesn‘t have the ability to get the merit raise.

2. ―Betty Lou, it‘s not my fault the machine broke and now we are behind schedule.‖

C. Resources. The employee could not do the work because a resource (machine) was broken.

3. ―Usain went on a sales call, but when she went online our company website was down; resulting in no sale.‖ C. Resources. The website is a resource.

4. ―Butch, I know you are trying hard, but you aren‘t meeting your sales quotas. We have to let you go.‖ A. Ability. If he‘s trying hard, we have to assume he doesn‘t have the ability to meet the sales quotas.

5. ―Too bad Latoya does not seem to like doing her work and just does the minimum to keep her job.‖ B. Motivation. For some reason, Latoya lacks motivation.

6. ―John makes more sales calls than the other five reps, but he has the lowest sales.‖ A. Ability. The others seem to have greater ability.

7. ―I know Mark is bright and could get all As, but he doesn‘t seem to realize that grades are important to getting a good job.‖ B. Motivation. This person is not willing to do the work to get the grades.

Applying the Concept 11-2: Content Motivation Theories Identify the theory behind each of the following statements on how to motivate employees.

A. Hierarchy of needs theory B. ERG theory C. Two-factor theory D. Acquired needs theory 8. ―Holly, you are a real people person. How about orienting our new employee Eduardo to the department?‖ D. Acquired needs theory. Holly is an Aff and is a good selection to orient and work with new employees.

9. ―Mike, at Google, we created a culture where we work hard, but it‘s a fun place to work.

C. Two-factor theory. They are focusing on motivator factors by making work fun.

10. ―Our HR staff is already offering good salaries and benefits. Now HR is recommending that we have more social events so employees can get to know each other better to promote more motivated teamwork.‖ A. Hierarchy of needs theory. The company has progressed from physiological needs (pay), to safety needs (benefits), and now to social needs (teams).

11. ―Harry, here at Pet‘s R Us Animal Clinic, we focus on hiring people who love animals and want to care of them.‖ C. Two-factor theory. The manager is focusing on motivators.

12. ―Edwina, I know I like to micromanage, but I‘m working at giving some of my employees more autonomy in their jobs.‖ D. Acquired needs theory. The manager has a high need for power but will empower employees.

13. ―Carl, a five-step sequence of needs is too complex. That‘s why I like this other one with three needs better.‖ B. ERG theory. The ERG theory simplifies Maslow‘s hierarchy of five types of needs into three needs.

14. ―I really like having Lomita as an employee. She wants to be a success and always comes through when I delegate task to her.‖ D. Acquired needs theory. Lomita is an Ach and has a need to succeed that motivates getting the job done well.

Applying the Concept 11-3: Process Motivation Theories Identify the theory behind each of the following statements on how to motivate employees.

A. Equity theory B. Goal-setting theory C. Expectancy theory

15. ―Lolo, I do agree that you do exceptional work. So, I will request the raise you want with HR.‖ A. Equity theory. The boss is making perceived inputs and outputs equitable.

16. ―I talked to all of my employees so I would know what is important to them. Now I can offer rewards that will motivate them when they perform a task well.‖ C. Expectancy theory. The parts of expectancy theory are to assign tasks that employees can accomplish and to give them rewards that are of value to them.

17. ―My style is to delegate tough tasks that my employees can do, and I tell them exactly what I want them to do, with a tough deadline.‖ B. Goal-setting theory. The manager is setting achievable but difficult goals.

18. ―Shawn, you have to realize that we are over booked and everyone else is working tomorrow, so you have to work.‖ A. Equity theory. Making sure everyone perceives fair treatment is equity.

Applying the Concept 11-4: Types of Reinforcement Identify the theory behind each of the following statements on how to motivate employees.

A. Positive/reward B. Avoidance/negative C. Punishment D. Extinction 19. ―Avi, you‘re late again. The next time we have overtime hours available, I‘m not going to give you any overtime.‖ D. Extinction. Not giving overtime is withholding of a reward to change undesired behavior of coming in late for work.

20. ―I know we can make more money by fixing prices, but it‘s illegal, so I‘m not going to do it.‖ B. Avoidance reinforcement. Avoiding getting into legal problems.

21. ―Helen, I really appreciate your staying late tonight to finish this project.‖

A. Positive/reward. Praise of thanks is a reward.

22. ―Sharon, you know the rule is that we dock your pay if you come in late. No excuses.‖ C. Punishment. Docking of pay is a punishment.

23. ―I was hoping that Heidi would stop being so critical of Jake, but it has been going on for a week now, so I guess I‘m going to have to talk to her about it.‖ D. Extinction. Ignoring the problem is extinction, and it is not working.

Applying the Concept 11-5: Schedules of Reinforcement Identify the theory behind each of the following statements on how to motivate employees.

A. Continuous incremental schedule B. Fixed-interval C. Variable-interval D. Fixed-ratio E. Variable-ratio 24. ―Kyle, I want to continue being paid monthly, and I like February better than the months with 31 days because those months I tend to run out of money by the end of the month.‖ C. Variable-interval. The number of days varies by month, and months are based on time.

25. ―Anita, congratulations. You manufactured the most computer chips again this week, making you the high income earner for the fourth month in a row since we started this new piece rate system.‖ A. Continuous incremental schedule. Piece rate in production is a continuous reinforcement.

26. ―Thanks, Anton. You really hustled to get that shipment out on time today.‖ E. Variable-ratio reinforcement. This is an occasional giving of praise based on an output.

27. ―I just closed another sale. I‘m looking forward to a nice commission check this week.‖ A. Continuous incremental schedule. He gets a commission for every sale made.

28. ―Katie, you need to work fast so we can meet our quarterly sales goal, and get a share of the profits.‖

D. Fixed-ratio. Profit sharing is a type of bonus given after meeting the set/standard objective/standard.

29. ―I look forward to getting out of working on Monday mornings to attend our weekly department meeting.‖ B. Fixed-interval. A weekly meeting is based on a fixed/set schedule and the passage of time.

Applying the Concept Answers Applying the Concept 12-1: The Leadership Grid® Identify the leadership style described in each of the five situations.

A. Impoverished (1, 1) B. Authority-compliance (9, 1) C. Country club (1, 9) D. Middle-of-the-road (5, 5) E. Team (9, 9) 1. The manager simply focuses on getting the job done.

B. Authority-compliance. The leader with an authority-compliance management style has a high concern for production and a low concern for people.

2. The employees dislike the manager, but the department is one of the top performers.

B. Authority-compliance. The leader with an authority-compliance management style has a high concern for production and a low concern for people.

3. The manager‘s department has the low-producing employees with a low level of morale.

Yet, he doesn‘t do anything to improve the department.

A. Impoverished. The leader with an impoverished management style has low concern for both production and people.

4. The manager has the top performers and also has the highest morale.

E. Team. The leader with a team management style has a high concern for both production and people.

5. The manager is friends with everyone and they get along great, but the productivity level is one of the lowest in the company.

C. Country club. The leader with a country club management style has a high concern for people and a low concern for production.

6. The manager has been evaluated as having adequate morale and an average productivity level.

D. Middle-of-the-road. The leader with a middle-of-the-road management style has balanced, medium concern for both production and people.

Applying the Concept 12-2: Contingency Leadership Theory Using Exhibit 12-3, determine the appropriate leadership style under the given conditions. Place the letter A or B on the first line, and the situation number (between 1 and 8) on the second line.

A. Task-oriented situation 1, 2, 3, 8 B. Relationship-oriented situation 4, 5, 6, 7 7. Juanita gets along well with his employees, who make water bottles, and he is in control of his department.

A. Task-oriented situation 1. Juan has a good relationship, the job is repetitive, with strong power = 1.

8. John, the chair of a committee charged with recommending ways to increase organizational performance, is highly regarded by the volunteer members from a variety of departments.

B. Relationship-oriented situation 4. Relations are good, the task is non-repetitive, and power is weak = 4.

9. Usain oversees the assembly of mass-produced containers. He determines rewards and punishments, and is viewed as a hard-nosed boss.

B. Relationship-oriented situation 5. Relations are poor, the task is repetitive, and power is strong = 5.

10. Lakesha is a manager from the corporate planning staff; she helps departments plan.

She is viewed as being a dreamer who doesn‘t understand the company‘s various departments. Employees tend to be rude in their dealings with Lakesha.

A. Task-oriented situation 8. Relations are poor, the task is non-repetitive, and staff power is weak = 8.

11. Ted is a manager who oversees the processing of canceled checks for a bank. He is well liked by the employees, and enjoys hiring and evaluating his employees‘ performance.

A. Task-oriented situation 2. Relations are good, the task is repetitive, and power is weak = 2.

12. Carly, the principal of a school, assigns teachers to classes and other various duties. She hires and decides on tenure appointments. The school atmosphere is tense.

B. Relationship-oriented situation 7. Relations are poor, the task is non-repetitive, and power is strong = 7.

13. Aarti is well liked by her employees, who make all kinds of websites to customer specifications, and Aarti makes the hiring, promoting, discipline, and firing decisions.

A. Task-oriented situation 3. She has a good relationship, the job is non-repetitive, and she has strong power = 3.

14. Nyota‘s employees, who manufacture cardboard boxes, think she has a bad personality and tend to ignore what she says because her boss does their evaluations and determines pay raises.

B. Relationship-oriented situation 6. Ted has a poor relationship, the job is repetitive, and he has weak power = 6.

Applying the Concept 12-3: Leadership Continuum Refer to Exhibit 12-4 and indicate the leadership style exemplified in each statement by placing its number (between 1 and 7) on the lines below.

15. ―I‘d like your suggestion on how to resolve this, but I‘ll choose a solution and implement it.‖ 5. The leader is getting input but has the final say.

16. ―I selected you to serve on the task force, but you don‘t have to if you don‘t want to.‖ 4. The leader has presented a tentative decision subject to change.

17. ―Please take this letter to the mail room for me right away.‖ 1. The leader made the decision and announced it.

18. ―I‘ve made the vacation schedule. Let me know which week you want to take off.‖ 6. The leader is allowing the employees to make a decision within defined limits.

19. ―I just thought of a way to improve performance and make our jobs easier. You‘re going to think it‘s a great idea.‖ 2. The leader makes a decision and sells it.

20. ―You decide how to deal with this problem. You don‘t need me.‖ 7. The leader permits employees to make ongoing decisions.

21. ―Receipts for business meals under $50 are no longer needed. Any questions?‖ 3. The leader presents ideas and invites questions.

Applying the Concept 12-4: Situational Leadership Styles For each of the following situations, identify the maturity level of the employee and the leadership style the manager should use so that the job gets done.

A. Low maturity of employee: The manager should use the telling style.

B. Moderate to low maturity of employee: The manager should use the selling style.

C. Moderate to high maturity of employee: The manager should use the participating style.

D. High maturity of employee: The manager should use the delegating style.

22. One of your best team leaders, Tina, has told you about a team member not performing up to standard, so you tell her to handle the situation as she thinks is best.

D. High maturity of employee: The manager should use the delegating style. A best team leader is high maturity, and the manager delegated the situation to Tinna.

23. Your manager, Duane, told you to make a new change in work schedule. You know that Sandy is a good worker, but she will not like the change.

B. Moderate to low maturity of employee: The manager should use the selling style. Sandy being average is moderate to low maturity especially if she will not like the change. So Duane should ‗sell‘ her on the change in a positive way.

24. Candy‘s job is to clean off the tables quickly after diners leave. Candy is on her phone again.

A. Low maturity of employee: The manager should use the telling style, giving high structure and low consideration to get off the phone and do the job right.

25. George has never written a formal report, but you know he can do it with your encouragement and with minimum help from you.

C. Moderate to high maturity of employee: The manager should use the participating style. He needs low structure and high consideration to do the report.

26. You told Shinji exactly to do a job. However, he deliberately ignored your directions again. So, the job is not done correctly.

A. Low maturity of employee: The manager should use the telling style. Shinji needs to be given high structure and low consideration to do the job right.

27. Rookie employee Milani‘s training is progressing well, so you have decided to teach her a new task.

B. Moderate to low maturity of employee: The manager should use the selling style. She needs both high structure and consideration to do the new job.

Applying the Concept 12-5: Contemporary Leadership Theories For each of the following situations, identify the leadership theory A. Leader-Member Exchange (LMX) B. Strategic leadership C. Visionary leadership D. Charismatic leadership E. Transformational leadership F. Transactional leadership

G. Servant leadership H. Authentic leadership 28. My leader is really concerned about helping me succeed on the job.

G. Servant leadership. The leader is focusing on help others.

29. My leader has such a great personality that we all try out best to do a good job.

D. Charismatic leadership. The leader‘ personality is charismatic.

30. My leader does a great job of long-range planning to ensure the company‘s continuing success.

B. Strategic leadership. Long-range planning is strategic planning.

31. My leader is laid back and I‘m comfortable being myself with her.

H. Authentic leadership. The leader is using authentic behavior with the employee.

32. My leader encourages us to continually improve products and processes.

E. Transformational leadership. The leader wants continuing change.

33. My leader has a good relationship with each of our department members.

A. LMX. The lead developed good dyadic relationships.

34. My leader focuses on getting the day-to-day work done giving rewards for good performance and punishment if you break any rules.

F. Transactional leadership. The leader is focusing on social exchanges.

35. My leader knows that we will be driving flying cars in the future, and we are developing a prototype.

C. Visionary leadership. The leader has created a vision and is working to achieve it.

Applying the Concept Answers Applying the Concept 13-1: Communication Flow Identify the form of communication flow occurring for each statement.

A. Vertical downward B. Vertical upward C. Horizontal–identify as between (1) peers or (2) departments D. Grapevine 1. ―Erica, I will email you the instructions for completing the assignment for me.‖ A. Vertical downward. It sounds like a manger is delegating as task to a subordinate.

2. ―Thomas, I just sold products to two new customers who want to set up charge accounts.

Please rush the credit check so we can increase business.‖ C (2). Horizontal/departmental. This is communication between colleagues in different departments.

3. ―Juanita, please take this package to the mailroom and have it sent out FedEx overnight for me.‖ A. Vertical downward. A manager is delegating down the chain of command.

4. ―Hey, Bubba, have you heard that Paul and Betty Sue were caught doing something they shouldn‘t have done?‖ D. Grapevine. This is gossip about a mistake that is going through the grapevine.

5. ―Arjun, will you please hold this so we can get it straight and finish the job?‖ C (1). Horizontal/peer. They are working on a job together as peers.

6. ―Kyra, here is the report you asked me to complete for you. Check it, and I‘ll make any changes you want.‖ B. Vertical upward. The manager had the authority to tell the other person to write a report (downward). The employee is now reporting upward with the report completed.

Applying the Concept 13-2: Communication Barriers Identify the communication barrier indicated by each statement.

A. Perception B. Information overload

C. Channel selection D. Noise E. Trust and credibility F. Not listening G. Emotions H. Filtering I. Language/culture 7. ―José, can you tell me what Juan is talking about? I can‘t understand him.‖ I. Language/culture. They don‘t seem to speak the same language.

8. ―Carlton, you shouldn‘t be upset, so just calm down.‖ G. Emotions. Being told to calm down out is a sign of emotions running high.

9. ―So, Billy Jean, do you understand?‖ Billy Jean doesn‘t respond, thinking, ―You just went through 14 steps, and I was lost back on step 2.‖ B. Information overload. The listener is so overwhelmed with all the information given, and he or she doesn‘t know what to say.

10. ―Yes, Deondre. We are right on schedule,‖ while thinking, ―We are actually behind, but we‘ll catch up.‖ H. Filtering. The person is making performance sound better than it actually is.

11. ―Paul, I said I‘d do it in a little while. It‘s only been 10 minutes, so why do you expect it to be done by now?‖ A. Perception. There is a difference in the interpretation of ―a little while.‖ 12. ―Kassandra, you don‘t know what you are talking about. I‘ll keep doing it my way.‖ E. Trust and credibility. If the person had credibility, the other person would do the job his or her way.

13. ―Ronnie, I don‘t like texting back and forth, so please call me so we can talk.‖

C. Channel selection. The person prefers a different channel.

14. ―Eliana, how many times do I have to tell you to stop using your personal phone at work when you are waiting on customers?‖ F. Not listening. The manager believes the phone is a distraction to communications 15. ―Joe, please shut the loud music off. I need to talk to you about your incident with Carlton.‖ D. Noise. Music can be a noise that distracts communications.

16. ―Teddy, will you please look at me when I‘m going over instructions with you?‖ F. Poor (Not) listening. To listen effectively, we need to have eye–mind connection.

Applying the Concept 13-3: Channel Selection For each of the communication situations, select the most appropriate channel for transmitting the message.

Oral communication A. Face-to-face B. Meeting C. Presentation D. Telephone Written communication E. Email/text F. Memo G. Letter H. Report I. Bulletin board, poster, newsletter 17. José is applying to colleges and asked you for a recommendation.

G. Letter. Colleges often ask for a letter of recommendation.

18. You are running late for a meeting and want your boss to know you are on your way and will be around five minutes late.

E. Email/text. A quick text is appropriate as most people check text instantly.

19. Your boss likes your creative idea for a new product and told you to come to a meeting with higher-level managers to pitch it to them.

C. Presentation. Speaking at the meeting is giving a presentation to managers.

20. HR came out with a new policy and wants to inform employees internally of the change.

F. Memo. Memos are used for sending internal information.

21. You are waiting for a UPS package, and you want to know if it is in the mailroom yet.

D. Telephone. The phone is the fastest way to find out if the package is at the mail room. To text, you would likely have to know the person in the mailroom and their personal number.

22. Employees have been leaving the lights on in the break room when no one is in it, so you decided to send a message to them to turn off the lights.

I. Poster. A sign on the wall near the light switch should help remind them to turn off the lights.

You could tell them of the problem at a meeting (b) or by memo (e) in addition to the poster.

23. You need to explain a new project to three of your 10 employees.

B. Meeting. Getting together as a group would be an effective way to give the assignment. A memo/written instructions (e) could also be used at the meeting.

24. Chris is late again, and you need to take some action.

A. Face-to-face. An oral discussion and reprimand are in order. Also, a memo/written warning (e) may be placed in the employee‘s file.

25. ―Katniss, I need you to go into our big database and run these statistics for me. Can you please have the numbers to me by noon?‖ H. Report. It is best to give a written record that can be placed in your file. Face-to-face communication (a) could also be used to reinforce the report.

Applying the Concept 13-4: Response Styles Identify the response style exemplified in each statement.

A. Advising B. Diverting C. Probing D. Reassuring E. Reflecting Betty Sue: Katniss, Do you have a minute to talk?

Katniss: Sure, what‘s on your mind?

Betty Sue: Being the AD [athletic director], you know that I use the weight room after the football team. Well, my track team has to return the plates to the racks, put the dumbbells back, and so forth. I don‘t get paid to pick up after the football team. After all, they have the use of the room longer than we do. I‘ve complained to Usain [the football coach], but all he says is that‘s the way he finds it, or that he‘ll try to get the team to do a better job. But nothing happens.

Katniss: 26. ―I want you to go and work it out with Usain.‖ A. Advising. To talk to Usain is giving directions or instructions.

27. ―Thanks for telling me about it; I‘ll talk to Usain to see what‘s going on.‖ D. Reassuring. In essence, the boss is saying, ―Don‘t worry; I‘ll take care of it.‖ 28. ―I almost forget to tell you, congratulations on beating UNH.‖ B. Diverting. Talking about UNH is changing the subject.

29. ―So you don‘t think it‘s fair for you and your team to pick up after the football team.‖ E. Reflecting. This statement essentially paraphrases the message to the sender.

30. ―How long have you been picking up after the football team?‖ C. Probing. Asking for details of the situation is probing.

Administrative Assistant (AA): Carl, do you have a minute to talk?

Boss: Sure, what‘s up, Mary?

AA: Are you aware of all the swearing people do in the operations department? It carries through these thin walls into my work area. It‘s disgusting.

31. ―So you don‘t like swearing—is that it?‖ E. Reflecting. This statement essentially paraphrases the message to the sender.

32. ―What specific swears being said do you find offensive?‖ C. Probing. Asking for details of the situation is probing.

33. ―No. I didn‘t know anyone was swearing because I don‘t spend much time in the ops department. But I‘ll look into it.‖ D. Reassuring. In essence, the boss is saying, ―Don‘t worry; I‘ll take care of it.‖ 34. ―Just ignore the swearing. Don‘t let it bother you.‖ A. Advising. To ignore the swearing is advice.

35. ―Are you going to the company picnic?‖ B. Diverting. Talking about health is changing the subject.

36. ―Why don‘t you talk to them about it?‖ A. Advising. Asking her to talk to them about the swearing is advice.

37. ―It seems like you find swearing offensive.‖ E. Reflecting. This statement essentially paraphrases the message to the sender.

Applying the Concept Answers Applying the Concept 14-1: Types of Control Identify the type of control used or required as A. Preliminary B. Concurrent C. Rework

D. Damage 1. Teddy just tried on his new shirt, and there is a button missing.

D. Damage. The shirt likely will be exchanged, or possibly a refund.

2. Amita just got a new laptop computer, and one of the keys on the keyboard doesn‘t work.

D. Damage. The laptop most likely will be exchanged, or possibly fixed.

3. The Christmas shopping season begins, and Richard is scheduling employees‘ hours.

A. Preliminary. The manager is planning for the future staffing needs.

4. Patriot‘s Coach Bill Belichick‘s football team is behind at halftime, so he is sending in some new players.

B. Rework. The coach is changing the plan and trying something different to change the outcome.

5. Lee is ordering the food for the menu special for Friday night.

A. Preliminary. Lee is planning ahead.

6. As quality inspector Francis tried to start the Chevy Camaro, it would not start.

C. Rework. The car needs to be fixed before shipping.

Applying the Concept 14-2: Frequency and Methods of Control Identify the one primary method of control.

Constant A. Self B. Clan C. Standing plans Periodic D. Regular meetings and reports E. Budgets F. Audits

Occasional G. Observation H. Exception principle I. Special reports J. Project 7. ―June, you know this is a no smoking area; put that out and get back to work.‖ C. Standing plans. This is a rule.

8. The manager is talking to an employee to find out why the project is behind schedule.

I. Special reports. The employee was asked by the boss to explain the problem.

9. ―Tina, signs are posted stating that helmets must be worn in the construction site.‖ C. Standing plans. The signs stating that helmets must be worn are giving a ―rule.‖ 10. ―Kenny, have you completed the monthly inventory for shortages?‖ F. Audit. A monthly check makes it periodic, and checking the amount of inventory is an audit.

11. Katniss, a team member, says, ―Tim, we really need you to pick up the pace if we are going to ship this order out on time today.‖ B. Clan. The team is an ongoing group, and the person is using clan, or some peer pressure to get time to work faster.

12. ―I didn‘t break it, Jamal. The thing just jammed and stopped working.‖ H. Exception principle. Jams can happen occasionally. An unexpected problem has come up so the employee is seeking help to fix it.

13. ―Helen, this isn‘t enough money to operate my department at full capacity.‖ E. Budgets. The amount of money for the year is a budget.

14. ―Deondre, I‘m putting you in charge of hiring and overseeing the IT consultant to transfer our information system to the cloud.‖

J. Project. IT systems change occasionally and are projects.

15. Manager Brianna‘s desk is directly facing the employees.

G. Observation. The manager‘s desk is facing the employees to provide occasional observation.

16. The accountant, Bonita, is out of town with a client, and her assistant is working alone in the office.

A. Self. The assistant is working alone without the boss to impose controls.

17. Tyson is at the monthly managers' meeting.

D. Regular meetings and reports. The meeting is monthly.

Applying the Concept 14-3: Financial Statements Identify the two accounts on the financial statement being affected by the following transaction examples (place a letter on each line and note that the same answer may be used on both lines): Instructor Note: Students often confuse cash (asset on balance sheet) and revenues, thinking cash goes on the income statement.

Income statement A. Revenue B. Expenses balance sheet C. Assets D. Liabilities E. Owner equity 18. Boston Consulting Group (BCG) completed a one day consulting job and sends out the bill.

A. Revenues, and C. Assets. BCG increased both earned revenue income and cash receivable by providing a consulting service.

19. BCG sold stock that it bought as an investment.

C. Assets, and C. Assets. BCG receives an increase in cash and decrease in investments for the stock.

20. BCG sold some bonds to a major client.

C. Assets, and D. Liabilities. BCG receives cash for the bonds that are also a liability.

21. BCG received a check for its one-day consulting job.

C. Assets, and C. Assets. The check increases cash and decreases accounts receivable that goes on the balance sheet assets.

22. BCG paid its consultants their monthly pay.

B. Expenses, and C. Assets. Payroll is an expense that offsets consulting revenues on the income statement and it decreases cash.

23. BCG sold some stock to Ford.

C. Asset, and E. Owners‘ equity. Selling stock increases BCG owners‘ equity on the balance sheet, as Ford becomes a part owner of BCG, and BCG receives cash.

24. BCG paid its office leasing fee to Trump Towers.

B. Expenses, and C. Assets. Office rent is an expense on the income statement, and is paid with cash. Trump owns the building (it‘s their asset) and rents office space to BCG (its expense).

25. BCG makes a payment on the car fleet it bought from Ford.

C. Assets, and D. Liability. BCG bought the cars from Ford, which is a BCG asset, but when it makes cash payments for them, it decreases the liability to Ford on the balance sheet.

Applying the Concept 14-4: Guidelines for Effective Discipline Identify which guideline is being followed—or not being followed—in the following statements.

Use the guidelines in Exhibit 14-8 as the answers.

26. ―Katrina, this isn‘t fair. You never told me you would write me up just for being a few minutes late getting back from break.‖ A. Clearly communicate standing plans. The employee is complaining of unclear standards.

27. ―Sandy gave me a written warning for talking back to her again. She even made me sign it before putting it in my permanent record file.‖

G. Document discipline. The note is documentation of the discipline.

28. ―Joel, as part of orientation, you need to learn the rules. The computer program will teach them to you and give you a test to make sure you understand them.‖ A. Communicate standing plans. Rules and regulations are standing plans.

29. ―José got on my case again, so I‘ll be getting the silent treatment again.‖ H. When discipline is over, resume normal relations. Giving the silent treatment is not getting back to normal.

30. ―Tony, that‘s not fair; you shouldn‘t dock my pay for coming in late just once.‖ B. Punishment should fit the crime. The employee is stating that the punishment is too severe for the offense.

31. ―Chris, that‘s enough. Come into my office so that we can discuss your behavior.‖ F. Discipline in private. In the manager‘s office, others will not hear the discipline.

32. ―Did you see that? Karl really lost it and yelled at Erin.‖ E. Discipline immediately, but stay calm and get all the necessary facts before you discipline. It is best to stay calm and not to yell.

33. ―VP Edwardo comes back from break late all the time; why can‘t we?‖ C. Follow the standing plans yourself. The boss breaks the rules but expects others not to.

34. ―When I come in a couple of minutes late, Jim reprimands me. But when Wauneta does it, he never reprimands her.‖ D. Take consistent, impartial action when the rules are broken. The boss is being partial by playing favorites.

35. ―You‘re lucky, Harvey. Professor Davidson didn‘t take attendance today so you weren‘t marked absent.‖ D. Take consistent, impartial action when the rules are broken. The professor is being inconsistent by not taking attendance very day.

Applying the Concept Answers

Applying the Concept 15-1: Level of Customer Involvement Identify each product by its level of customer involvement.

A. Make-to-stock B. Assemble-to-order C. Make-to-order 1. Haines underwear at Costco.

A. Make-to-stock. Underwear is a standardized prepackaged item.

2. UPS delivers a package from Walmart to a customer.

C. Make-to-order. The order has been received from the customer. Therefore, there is a high level of customer involvement in shipping it to the specific address.

3. TheaterSeat Store chairs with or without subwoofer speakers.

B. Assemble-to-order. When you put a subwoofer in the chair, it is assembled—or no longer made to stock.

4. A bag of Lays chips by Frito-Lay. A. Make-to-stock. Snack foods are standardized prepackaged items.

5. A Dell laptop at a Best Buy store.

A. Make-to-stock. The laptop in a store is a standard product. The customer has a low level of involvement because he or she either takes the product as is or doesn‘t buy it.

6. A message at Cannon Ranch Resort & Spa. C. Make-to-order. The message is made-to-order on a specific customer. The customer has to be there, which requires a high level of involvement.

7. Chocolate cream in a sugar cone at Helen‘s Homemade Ice Cream.

B. Assemble-to-order. An ice cream cone is a standard product. The ice cream in a sugar cone is a simple customized feature. The customer has to be there to order it; therefore, there is a moderate level of involvement. Some may argue that it is made to order—it‘s not always easy to tell the difference.

Applying the Concept 15-2: Flexibility of Operations Identify the operations system that would be used to produce each product.

A. Continuous process operations (CPO) B. Repetitive process operations (RPO) C. Batch process operations (BPO) D. Individual process operations (IPO) E. Project process operations (PPO) 8. Dominos selling and delivering pizza.

D. IPO. Dominos gets individual orders to make the pizza.

9. An LG washing machine.

B. RPO. Appliances are commonly made on an assembly line.

10. A swimming pool installed by Teddy Bear Pools.

E. PPO. Swimming pools are installed at the customer‘s site.

11. The asphalt delivered for the driveway at a new house.

A. CPO. Hot top is not delivered in discrete units; it continuously flows until you fill the driveway.

12. Packages of Kirland white, whole wheat, and rye breads.

C. BPO. Because bread has a variety of grains that can be easily made on the same machine, it is most likely baking in batches.

13. The new library replacement Learning Commons built at Springfield College.

E. PPO. Project process operations are used in the construction industry.

Applying the Concept 15-3: Facility Layout Identify the facility layout that would be used to produce each product.

A. Product B. Process

C. Cellular D. Fixed-position 14. Dominos delivery of its pizza.

D. Fixed-position. Dominos brings the pizza to the customers.

15. The office layout of a McDonald‘s manager.

C. Cellular. Most offices use a cellular layout as it saves time.

16. A man walks into a Target store to buy some t-shirts.

B. Process. Commonly used in retail. The man would go directly to the men‘s department.

17. Meals being made at TGI Fridays restaurant.

C. Cellular. Most restaurants use a cellular layout as it saves time when preparing food (sitting and serving are not its operations).

18. A Camaro car being built in a GM plant.

A. Product. Most traditional automotive plants use repetitive-process operations in which the automobiles are made on an assembly line.

19. A lawn being mowed by A&M Landscaping.

D. Fixed-position. The business must go to the customer to do the work.

20. A woman comes to Yale Hospital to have an operation.

B. Process. The women would go to the operating ward.

Applying the Concept 15-4: Scheduling Tools Select the most appropriate scheduling tool for each situation.

A. Planning sheet B. Gantt chart C. PERT network 27. You want a tool to schedule the making of five products on three different types of machines.

B. Gantt chart. Gantt charts can show the progress of multiple products.

22. You want a tool for building a new restaurant.

C. PERT network. Building an office building requires a set sequence of relatively complex activities.

23. You want a tool to develop a procedure for a new method of reporting accidents.

A. Planning sheet. Planning sheets are good for developing procedures.

24. You want to use a tool to develop procedures for opening and closing the retail store.

A. Planning sheet. Planning sheets are good for developing procedures.

25. You want to use a tool to schedule training classes in different rooms.

B. Gantt chart. Gantt charts are good for allocating room resources to courses so you can see at a glance which rooms are being used when, why, and by which program.

26. You want to use a tool for building a new submarine.

C. PERT network. Building a new submarine will have both dependent and independent activities. PERT was first developed to build submarines, so that is why I use this example.

Applying the Concept 15-5: Measuring Productivity The standard monthly productivity rate in your department is For the first five months of the year, calculate the current productivity rate and show it as a ratio and a percentage. Also, calculate the percentage productivity change, compared to the standard, stating whether it is an increase or a decrease.

27. January: outputs of 6,200, inputs of $9,000 ______ ratio, ______%, increase/decrease of ______%.

0.69:1 ratio, 69%, increase/decrease of 2.99%.

28. February: outputs of 6,000, inputs of $9,300 ______ ratio, ______%, increase/decrease of ______%.

0.65:1 ratio, 65%, increase/decrease of 2.99%.

29. March: outputs of 6,300, inputs of $9,000

______ ratio, ______%, increase/decrease of ______%.

0.70:1 ratio, 70%, increase/decrease of 4.48%.

30. April: outputs of 6,300, inputs of $8,800 ______ ratio, ______%, increase/decrease of ______%.

0.72:1 ratio, 72%, increase/decrease of 7.46%.

31. May: outputs of 5,900, inputs of $9,000 ______ ratio, ______%, increase/decrease of ______%.

0.66:1 ratio, 66%, increase/decrease of 1.49%.

32. June: outputs of 6,300, inputs of $9,300 ______ ratio, ______%, increase/decrease of ______%.

0.68:1 ratio, 68%, increase/decrease of 1.49% 33. July: outputs of 6,000, inputs of $9,000 _____ ratio, ______%, increase/decrease of ______%.

0.67:1 ratio, 67%, standard meet, NO increase/decrease of 0% change from standard.