from Chapter 10 Leadership7thEdition,Northouse Complete an assessment for someone you know in a leadership capacity. It can be for a manager you currently have or a leader you know. After that write at least a paragraph explaining the results.

Servant Leadership Questionnaire

Key: 1 = Strongly disagree 2 = Disagree 3 = Disagree somewhat4 = Undecided 5 = Agree Somewhat 6 = Agree 7 = Strongly agree

1. Others would seek help from him/her if they had a personal problem 1 2 3 4 5 6 7

2. He/She emphasizes the importance of giving back to the community. 1 2 3 4 5 6 7

3. He/She can tell if something work related is going wrong. 1 2 3 4 5 6 7 4.

He/She gives others the responsibility to make important decisions about their own jobs. 1 2 3 4 5 6 7

5. He/She makes others’ career development a priority. 1 2 3 4 5 6 7

6. He/She cares more about others’ success than his/her own. 1 2 3 4 5 6 7

7. He/She holds high ethical standards. 1 2 3 4 5 6 7

8. He/She cares about others’ personal well-being. 1 2 3 4 5 6 7

9. He/She is always interested in helping people in the community. 1 2 3 4 5 6 7

10. He/She is able to think through complex problems. 1 2 3 4 5 6 7

11. He/She encourages others to handle important work decisions on their own. 1 2 3 4 5 6 7

12. He/She is interested in making sure others reach their career goals.1 2 3 4 5 6 7

13. He/She puts others’ best interests above his/her own. 1 2 3 4 5 6 7

14. He/She is always honest. 1 2 3 4 5 6 7

15. He/She takes time to talk to others on a personal level. 1 2 3 4 5 6 7

16. He/She is involved in community activities. 1 2 3 4 5 6 7

17. He/She has a thorough understanding of the organization and its goals.1 2 3 4 5 6 7

18. He/She gives others the freedom to handle difficult situations in the way they feel is best.1 2 3 4 5 6 7

19. He/She provides others with work experiences that enable them to develop new skills.1 2 3 4 5 6 7

20. He/She sacrifices his/her own interests to meet others’ needs. 1 2 3 4 5 6 7

21. He/She would not compromise ethical principles in order to meet success.1 2 3 4 5 6 7

22. He/She can recognize when others are feeling down without asking them.1 2 3 4 5 6 7

23. He/She encourages others to volunteer in the community. 1 2 3 4 5 6 7

24. He/She can solve work problems with new or creative ideas. 1 2 3 4 5 6 7

25. If others need to make important decisions at work, they do not need to consult him/her. 1 2 3 4 5 6 7

26. He/She wants to know about others’ career goals. 1 2 3 4 5 6 7

27. He/She does what he/she can to make others’ jobs easier. 1 2 3 4 5 6 7

28. He/She values honesty more than profits. 1 2 3 4 5 6 7

Write a paragraph explaining results

Your answer for this question should look like this:

1) 5

2) 4

3) 5

4) etc......

Paragraph explaining results.............................

The project to obtain charitable donations is now 40 days into a planned 50-day project. The project is divided into 3 activities. The first activity is designed to solicit individual donations. It is scheduled to run the first 35 days of the project and to bring in $25,600. Even though we are 40 days into the project, we still see that we have only 92% of this activity complete. The second activity relates to company donations and is scheduled to run for 40 days starting on day 5 and extending through day 45. We estimate that even though we should have (35/40) 88% of this activity complete, it is actually only 52% complete. This part of the project was scheduled to bring in $150,600 in donations. The final activity is for matching funds. This activity is scheduled to run the last 10 days of the project and has not started. It is scheduled to bring in an additional $51,200. So far $177,000 has actually been brought in on the project.

Calculate the schedule variance, schedule performance index, cost variance and cost (actually value in this case) performance index.

What is the:

Schedule variance     $

Schedule performance index

Cost variance $

Cost performance index

The home billing department of a department stores prepares monthly inventory reports for use by the stores’ purchasing agents. Given the following information, use the critical path method to determine-

How long will the total process take?   # Of Hours:­­­________________

Which jobs can be delayed without delaying the early start of any subsequent activity?

E & F

C & D

C & E

B

You have been assigned as Coach to a new employee who has been recently appointed as an Assistant Manager in the Administration department.

Use the GROW model of coaching to plan how you are going to coach this employee. Please type your answer in the table below.

RETAINING EMERGENCY DISPATCHERS Discussion Guidelines Initial Response: Due by posted due date Responses: Response to initial response of at least two others: Due Date by posted due date. In city and county offices nationwide, dispatchers receive calls from worried people who dial 911 for help in an emergency. As you might imagine, the job is extremely stressful. The result? Dispatchers, who often earn low wages and work extra-long shifts, become burned out and call it quits. Turnover is high. This makes for a big staffing headache for supervisors. Consider the Shawnee County's Emergency Communications Center, which dispatches about 251,000 calls per year. The optimum staff to cover the three shifts of 24/7 service is 45 employees. But for the five-month period from January 1 to May 1, 2013, only 27 dispatchers were employed at the Kansas center. A primary factor is that, given their resources, supervisors cannot solve the problem of finding candidates who are qualified to be emergency staffers. A short staff means extra stress for overworked dispatchers. In addition, supervisors must request—even demand—that employees work overtime to fill the gaps. “Staffing and overtime [are] a concern in not only our center but others” across the country, confirms a Shawnee Country supervisor. “We are trying to get some people in here,” he says. But “emergency dispatcher” is not a position that can be filled by anyone who walks in off the street. An experienced supervisor reports that the job requires about six months of training, so the many vacancies cannot be filled overnight. Once trained dispatchers are on the job, why is it so difficult for supervisors to retain them? The reason so many employees give is the inherent stress. In addition to the crises that dispatchers must respond to calmly, knowledgeably, and immediately, overwork adds to the strain. In Shawnee County, dispatcher shifts are eight hours, but the workers must work 12 hours straight in many cases. Considering family to care for and other obligations, that can mean only a few hours’ sleep at night. Tired dispatchers can make mistakes. Then there is the issue of life–work balance. Less control over one's personal time can add to the already emotionally charged nature of the typical dispatcher's work time. Lacking a creative alternative, one emergency call center supervisor in Dallas made the decision to deny employees the earned days off they wanted to take for such important events as family graduations. The practice backfired. Absenteeism rose, leaving those at work under even more stress. Another problem in many areas is pay. In Shawnee County, a new dispatcher's initial salary was around $13.50 an hour in 2013. Supervisors must try to invent creative ways to retain dispatchers when there are less stressful jobs offering comparable or greater pay.

Questions: 1. If you supervised an emergency call center, what steps would you take to try to solve the problem of dispatcher retention? 2. How would you apply your decision-making skills to approach the problem creatively?

Suppose you are the communications director for a local department of public health. You executive director wants to have a clear understanding of how to handle communications to the community about the COVID-19 crisis. If you like, make this specific to St. Louis City, St.Louis County, or one of the surrounding counties. What would you tell him or her should be the key publics in managing this crisis.

With ample reporting about COVID-19 virtually everywhere, you--as a communications director--would need to make quick recommendations about your strategies. Look at the situation now, and discuss who you think those key publics should be in structuring rigorous messaging.

What is the mission, vision, and values statements for patient safety in a dialysis center?

1. Please read the TrueEarth Case Study

1. What can the TruEarth team learn from Exhibit 6 about how consumers view pizza?
2. Would you launch the pizza? Develop a forecast based on the numbers to determine potential sales.

   3. Assuming the firm decides to launch, make two marketing strategy recommendations.

On September 1st, Facebook sent a message to all of its users saying that all registered users as of September 5th will be entered into a contest, to be selected at random, to win an all-expense-paid two-week vacation to Fiji. Teresa is a registered Facebook user-- she received and read the message. A week later, Facebook notified Teresa that she won the trip. That night, Teresa celebrated her good fortune by buying ten of her friends a round of drinks at the local bar.

The next day, Teresa went shopping. Because Teresa had never flown on a plane, she needed to buy luggage. When her employer refused to give her the two weeks unpaid leave so she could go to Fiji, she quit her job, assuming she could look for a new one when she returned from Fiji.

After Teresa submitted her formal letter of resignation to her employer, Facebook advised her that it no longer had the funds to award the free trip to Fiji that it had promised.

Was there an enforceable contract? Why or why not? Would a court enforce Facebook's promise under a theory of promissory estoppel? Why or why not? If Teresa was not a registered user of Facebook as of September 1st, but she then registered and agreed to Facebook's terms of use after hearing about the trip giveaway, would there then be an enforceable contract? Why or why not?

New on the job

Joe and Michael's just started her job as human resource manager at in the doghouse, a retail chain specializing in dog apparel and accessories. She is a good friend of yours if you met in college.

The organization has 35 stores with 250 employees in Washington, Idaho, and Oregon. As the chain has grown, the training programs have been conducted somewhat piece meal. Upon visiting some of the stores in a three week tour, Joanne has realized that all the stores seem to have different ways of training their in-store employees.

when she digs further, she realizes even the corporate offices which employee 75 people have no formal training program. In the past they have done in formal and optional brown bag lunch training to keep employees up-to-date. As a result, Joe and develops a survey using survey monkey and send it to all 75 corporate employees. She created a rating system, with one meaning strongly disagree and five meaning strongly agree. Employees were not required to answer allQuestions, hence the variation in the number of responses column. After this task, Joanne creates a slightly different survey and send it to all the store managers, asking them to encourage their retail employees to take the survey. The result are shown here

question:

1. I am paid fairly. Number of responses 73 average rating 3.9

2. I feel my group works well as a team number of responses 69 average rating 2.3

3. I appreciate the amount of soft skills training offered at in the doghouse. Number of responses 74 average rating 2.1

4.I can see myself growing professionally here number of responses 69 average rating 1.95

5.I feel I am paid fairly number of responses 74 average rating 3.8

6.I have all the tools and equipment I need to do my job number of responses 67 average rating 4.2

7.I feel confident if there were an emergency at the office I would know what to do and could help others number of responses 73 average rating 2.67

8.I think my direct supervisor is an excellent manager number of responses 55 average rating 2.41

9.the orientation training I received was helpful in understanding the expectations of the job number of responses 75 average rating 3.1

10.I would take training related to my job knowing there would be a reward offered for doing sonumber of responses 71 average raining 4.24

in the doghouse retail employee survey results

1. I am content with the benefits I am receiving number of responses 143 average rating 1.2

2. I feel my store works well as a team number of responses 190 average rating of 4.1

3. I appreciate the amount of product training and information offered at in the doghouse. Number of responses 182 average rating 2.34

4.I can see myself growing professionally here number of responses 158 average rating 1.99

5. I feel I am paid fairly number of responses 182 average rating 3.2

6. My supervisor works with my schedule, so I work at times that are convenient for me. Number of responses 172 average rating 3.67

7. I feel confident if I had to evacuate the store, I would know what to do and could help others. Number of responses 179 average rating 2.88

8. I think my store manager is a great manager. Number of responses 139 average rating 3.34

9. The orientation training I received was helpful in understanding the expectations of the job number of responses 183 average rating 4.3

10. I am interested in developing my career at in the doghouse. Number of responses 174 average rating 1.69

Based on the information Joanne received from her survey, she decided some changes need to be made. Joanne asks you to meet for coffee and take a look at the results. After you review them, Joanne ask you the following questions. How would you respond to each?

1. “Obviously, I need to start working on some training programs. Which topics do you think I should start with?”
2. “How do I go about developing a training program that will be really useful and make people excited? What are the steps I need to take? Which strategies do you recommend?”

Suppose that the R&B Beverage Company has a soft drink product that shows a constant annual demand rate of 3,450 cases. A case of the soft drink costs R&B $4. Ordering costs are $23 per order and holding costs are 26% of the value of the inventory. R&B has 250 working days per year, and the lead time is 5 days. Identify the following aspects of the inventory policy:

1. Economic order quantity. If required, round your answer to two decimal places.
   
   Q^*=
   
2. Reorder point. If required, round your answer to the nearest whole number.
   
   r =
   
3. Cycle time. If required, round your answer to two decimal places.
   
   T =  days
   
4. Total annual cost. If required, round your answer to two decimal places.
   
   TC = $  

Ahmed was waiting outside the cabin of his National Sales Manager, Ishfaq, for a meeting. Ahmed has been with cutting edge, a large company in office automation products. About a year back the company had launched high technology multipurpose products for the top end of the market and advertised for experienced sales executives in a leading newspaper. Ahmed, at that time was with a finance company and a star performer there. Due to economic crises and scams, the entire finance sector went in recession and he at the point was looking for a change. It was Ishfaq, who recommended Ahmed at all stages of the selection, he soon joined cutting Edge. Ahmed liked the challenge of the new job, the environment and thought that he had made a right and a good decision. Three months later, he had been called by Areej, his boss, the head of sales for the north region. He was told in the meeting that for the last 3 months Ahmed has not picked up any sales for the company. Areej briefed him about his targets and asked Ahmed to meet him next week with his projections. In the next meeting, Areej did not look at Ahmed’s report instead asked him to concentrate on his calls and work. Although 5 months have passed, Ahmed could not get any big order but yes managed to pick up small products and contributed good amount. Areej was not happy with these orders. He wanted Ahmed to sell new products. He wondered why Ahmed is selling old products in the market. Ahmed got disheartened and thought himself as a loser because everyone else in the office was making sales. He did not know what to do. “Saudi Television company is asking for a scanner free with 3 machines”, Ahmed shared with Areej. Areej, “ How can you allow customers to dictate terms to you like this Mr. Ahmed”? Areej was making appraisals at that time and was not happy with the performance of Ahmed and put his comments as” Not aggressive and shows no vision, he is slow and has not achieved his targets so far”. When Ishfaq read these comments, he asked Areej to give him some time. He said, “Ahmed has a good record and has picked up business. May be he need little training on negotiations. You must train him” Areej wondered how he can teach someone skills but decided to accompany him to certain calls and try to improve the situation. Next week, Areej accompanied Ahmed to a MNC and returned back office with an order of 13 big scanners and 5 printers. While driving back, Areej in an upbeat mood said, “Ahmed, what you have to do is to convince the customer that they have a need and do not be so rigid in negotiations, make ample leenway. Quote higher and come down slowly through the deal”. Next day Ahmed was been asked to visit an existing customer, Ultra Channels and had a need of 12 scanners and 7 fax machines. Ahmed went to the office and discussed at length about their requirements. He found that since it is a liaison office and also the work force is just 20, so instead of 12 scanners and 7 fax machines, 8 scanners and 4 fax machines will serve the purpose. The Branch Manager was impressed and appreciated Ahmed a lot over the phone to Mr Ishfaq. Listening to the whole story, Areej got angry, called Ahmed, “Look, I have targets for my region and I have to achieve them. How can I do with people like you who go to the client and recommend them to buy less products. I do not understand how can you be so stupid”. This was on for 20 minutes and finally Ahmed said, “This is our duty to build an honest rapport with the client and also suggest them the best so that we can look forward for a long term relationship. I think this is the right way”. Areej was upset and next week called Ahmed and a list of fixed clients. Areej said,” these clients were profitable at one point of time but because of competition have shifted. If will get extra incentive on bringing any order form these clients”. Areej was relieved on this shift as he was not keen to have Ahmed with him. Hearing this, Ishfaq called Ahmed in his cabin and asked him, “Are you not happy with your work?”

1. write Recommendations on Effective Solutions/Strategies for Ishfaq ?

2. Write a conclusion about the case study?

Think that the operations fail because the underlying processes do not match with the “products.” Now you are asked to come up with an example in the business world where the operations succeeds because the underlying processes match with the “products” (but you cannot use the examples that have been discussed in the classes such as Southwest Airlines). Please limit your answer within 300 words. - Hint: you may frame your analysis around the “operations frontier” (b) (10 pts) How would the recent COVID-19 outbreak affect the future global supply chains for personal protective equipment and products (such as N95 respirators, gowns, masks, gloves and face shields)? Elaborate your answer based on the role of lead time in SCM. Please limit your answer within 300 words.

1. What are the elements of brand? How do brands add value to an organization’s products and services?

Cars arrive at Hungry Fredrik’s drive-through window on a Saturday’s morning. Cars which are waiting for the order have to stay on the drive way; each car leaves the drive way immediately after receiving its order. The input and throughput rates (in terms of number of cars) between 7am-12pm are displayed in the following table.

(a) Suppose there are no cars on the drive way at 7am. Please fill up the “End-Period Inventory” in the last column and plot the inventory build-up diagram below. (b) On average, how many cars are waiting on the drive-way between 7am-12pm? (c) What is the “OM triangle”? Why can demand forecasting be critical in inventory management? Explain your answer.