Question Four: (Word count 300 words) *this is all information i have

1. Conduct a research for any issue you chose in real life, shortly describe the issue of your choice and explain which type of data will be collected and why? Also apply two of the investigating methods in collecting the data and mention the advantages and disadvantages of the two tools with examples of your chosen issue.
2. Conduct a career audit for yourself whether in your current job or in a future job and apply your personal marketing plan.

1. If you encounter a challenge that is not clearly defined, has no set response, is conflictual, and, since you cannot rely on existing authority to resolve, requires new learning, you have discovered a(n):

   	a.	Adaptive challenge
   	b.	Actualized challenge
   	c.	Technical challenge
   	d.	Tenuous challenge

2 points   

QUESTION 5

1. When he was promoted to supervisor, Jake was careful not to push his team too hard as a way of avoiding interpersonal conflict. He made sure that his unit got enough done to meet management expectations but he kept the mood in the office light, friendly, and fun, even if that meant compromising a little productivity. After all, wasn't balancing people and productivity a key to good leadership practices? Jake is exhibiting a _____________________ leadership communication style.

   	a.	Middle of the Road Management
   	b.	Country Club Management
   	c.	Team Management
   	d.	Engaged Management

2 points   

QUESTION 6

1. Dan believes that his employees need someone with a firm hand to guide them or else his business will falter under their lackadaisical attitudes. To make things crystal clear, he has shop rules posted prominently on each employee locker and in the break room and he spends a great deal of time during the day on the production floor making sure that everything is ship shape. Anyone who is caught slacking is written up and brought into his office for talk to make sure they understand where he is coming from. This is an example of someone who engages in __________________________ communicative behavior.

   	a.	Laissez-Faire
   	b.	Authoritarian
   	c.	Democratic
   	d.	Informational

QUESTION 11

1. If I argued that the definition of an ideal leader was dependent upon the context in which s/he operated, which ethical perspective would I be favoring?

   	a.	Kant's Categorical Imperative
   	b.	Utilitarianism
   	c.	Virtue Ethics
   	d.	Altruism

2 points   

QUESTION 12

1. After almost 50 years in the business, Grant was looking forward to retirement. A 60's "flower child" he was eager to spend his golden years at his cabin in a remote area of upstate New York, but he still had a few more years on his contract. Believing in the power of independence and expression, he was never fully comfortable in his management position and preferred to allow his employees to set their own course. He felt that the business was at its best when he hired good people and let them do what they did best. His impending retirement only fueled this attitude, to the point that he no longer bothered with workplace distractions like staff meetings and end of year awards, after all, no one really liked that sort of thing anyhow, right? This is an example of someone exhibiting _______________________ communication behavior.

   	a.	Laizzez-Faire
   	b.	Authoritarian
   	c.	Democratic
   	d.	Inspirational

2 points   

QUESTION 13

1. Leaders are born, not made.

   	a.	Of course
   	b.	Maybe
   	c.	Of course not

persuasive prompt eassy on 7 Rules of Success

1# Be Visionary See Beyond

2# Invest Time In Communication

3# Develop Coping Mechanism

4# Performance with Purpose

5# Develop Global Perspective

6# Don't Mix Professional Life with Personal

7# Grab Idea's from Everywhere

Question one: (Word count 200 words) *Please i want unique answer

Imagine you are a manager in an organization and one of your employee is in a meeting with you to discuss a situation that he faces at work:

“Sir, can I have 10 minutes of your time? ….. My name is Racha and I’m facing a problem with one of my colleague Ahmed , we are supposed to be working together on a project to market and sell one of our brands, one of our potential customer was asking for detailed information and presentation of our brand product, Ahmed and myself discussed what to do on the phone the beginning of the week to prepare the presentation and to divide the work between us, I believe that we agreed on who is going to do what in the presentation and on parts of the required written document to be sent to the customer.

The set date to meet with the customer is at the end of the week-after two days- I called Ahmed yesterday to make sure that his part is done to add to my part to complete the document and the presentation, but when I called him to inquire about work, he answered me in a way I didn’t like, and said that some of that we agreed on-in our phone conversation- was not his responsibility and it was my responsibility – although I recall from our conversation- that it is his responsibility not mine.

Also he talked to me in a way – I don’t sir how to describe it- like he is ordering me to do things, this is how I felt it.

I think I did my part and he is not working enough to complete his, and now I have to do his part and it is huge and I can’t finish it in two days or we have to postpone the meeting with the client and might lose the contract.

I feel that I’m being treated in a different way than my other male colleagues in the team, although I work very hard and this not fair to be judged in this way because I’m a female employee.

1. Use and apply active listening guidelines to solve this situation- use examples from the case.
2. In your opinion why we use active listening in the above situation- use examples related to the case above.

1. One way to enhance objectivity in observation work is to:

   	a.	Take other's perspectives
   	b.	Use sophisticated data models
   	c.	Move from the balcony to the dance floor
   	d.	Move from the dance floor to the balcony

2 points   

QUESTION 39

1. According to Heifetz, Grashow, and Linsky, authority is often used for purposes and tasks that have little or nothing to do with leadership.

   True

   False

2 points   

QUESTION 40

1. The ultimate ethical standard for those viewing leadership from an altruistic perspective is:

   	a.	Concern for others
   	b.	Concern for productivity
   	c.	Concern for truth
   	d.	Concern for ethics

Question Two: (Word count 200 words) *Please i want unique answer

“A system”

Name and explain any system that you deal with in real life, in your explanation use all what you have learned about the characteristics of a system, where all parts must be clear and applied.

ROUTINE ANNOUNCEMENT

Relevant Concepts

•   Routine messages
•   Announcement messages
•   Sentence structure
•   Verb tense
•   Punctuation
•   Number usage
•   Professional tone
•   Understanding your audience

The following routine message announces required training for all employees as part of achieving an organizational goal. The week-long training will take place in October and will require completing some activities prior to the workshop. This message does not employ a professional tone and is unclear. Additionally, the message contains several verb errors (tense and passive voice), number usage errors, grammatical errors, spelling errors, and style errors. FIND THE ERRORS!!

To: [email protected]
From: [email protected]
Subject: Diversity & Inclusion Training

Good afternoon:

CoB Associates will hold ten half day Cultural Intelligence workshops the week of October 12. As you know, strategic priority is diversity at CoB Associates, and this workshop is an important next step in addressing this strategic priority. The strategic priority components are.

1.   Improving all areas of diversity in the organisation encluding leadership, associates, and interns.
2.   Identifying ways for improvement gender and ethnic diversity throughout the organization.
3.   Develop a culture that welcomes diversity and tolerance.

After much research, CoB Associates joined with the Cultural Intelligence Center to collaborate in bringing diversity and tolerance a focal point to all members of our organization. The workshop is the next step in building a culture and awareness of all types of diversity. All workshops will take place in HRTR. Please review the list below for your assigned date and time (scheduled by department):

October 12, 8:00-12:00 Human Resources; 1:00-5:00 C Suite

October 13, 8:00-12:00 Accounting; 1:00-5:00 Design

October 14, 8:00-12:00 Sales, 1:00-5:00 Communications

October 15, 8:00-12:00 Consulting; 1:00-5:00 Support

October 16, 8:00-12:00 IT; 1:00-5:00 Makeup session

Watch for communications with detailed specifics to your assigned workshop day and time. This email will contain important instructions for completing required activities prior to the workshop. The Director of CoB Associates wants members of our organization too join in collaboration with the Cultural Intelligence Center.

Thank you for being a key part in CoB Associates achieving this strategic priority.

Kind regards,
Kate

--------------------------------

Kate C. Grace, HR Director
CoB Consulting Group
Office: 740-555-5551 | Cell: 740-555-5554

FIND THE ERRORS!!

a example of cultural lag.

1. Conduct external research and create a SWOT analysis for Redfin of the 2020 real-estate industry.

2. Zillow and Redfin are two very different ‘disruptors.’ How does each of these companies create value?

3. What are the most important limiting factors affecting Redfin’s growth? Should Kelman do national advertising? Should Kelman reconsider the full-time agent model?

What can businesses expect directly and indirectly in the aftermath of a disaster?

Wood County Hospital consumes 1000 boxes of bandages per week. The price of bandages is $35 per box, and the hospital operates 52 weeks per year. The cost of processing an order is $15, and the cost of holding one box for a year is 15% of the value of the material.

1. The hospital orders bandages in lot sizes of 900 boxes, what extra cost does the hospital incur, which it could save by using EOQ method?
2. Demand is normally distributed, with a standard deviation of weekly demand of 100 boxes. The lead time is 2 weeks. What safety stock is necessary if the hospital uses a continuous review system and a 97% cycle-service is desired? What should be the reorder point?    When the cycle-service level is 97%, z = 1.88.

Decide on the staffing policy you will use for top-level managers for a small UK company and give your rationale for this policy using the UK Labour Act include the following elements: Working hours, Compensation package, Termination, Holiday and Sick Leave

American Express's Relationship Care strategy has at a general level given the company's customer service agents more control and purpose in their jobs. However, that overarching strategy is supported by a number of specific rewards and policies. From an extrinsic perspective, the company has instituted a pay for performances system that ties incentives to customer satisfaction surveys. In particular, the company tracks the degree to which customers would recommend the company to their friends. Agents get their survey results 5-7 days after a given call and can check how their results compare to those of their peers. Rewards are doled out every two weeks, giving agents the ability to connect their behavior to the bonuses they receive. Although agents start out at a salary of $30,000 these rewards can add up to 35 percent of their base. Such aggressive incentives have increased compensation costs for American Express, but those increases have been offset by lower turnover levels. The incentives are paying off according to other metrics as well. Survey studies show that 82 percent of American Express customers are aware of their card services, above the 70 percent industry average. Most importantly, the strategies have been credited with an 8-10 percent boost in member spending.

Some compensation experts worry that these sorts of pay for performance programs can have a downside. Traditionally, having a lot of data on employees was synonymous with objectifying them, notes one experts. Fortunately, American Express has supplemented its extrinsic rewards with some intrinsic ones. Symbolically, the company changed agents titles from customer care representative to customer care professional. The company also provided agents with business cards for the first time, echoing that professional labeling. Agents were also given more flexible scheduling, which is unusual in call center jobs. These sorts of steps are meant to signal that customer service agents are not part of some back office cost center, but rather a unit that is critical to firm success.

Of course, such rewards cannot be effective if agents lack the competence and confidence to attain them. To supply high levels of both, American Express shifted its recruiting efforts to focus on individuals with hospitality backgrounds, not merely call center experience. The company also shifted its training resources from technical skills to interpersonal skills. In addition, if agents struggle, the company steps in to help. Such agents are given access to additional training, as well as coaching from supervisors and experts in their area. They're then given incremental goals to try to improve bit by bit over time. Thomas Parker, vice president of human resources, notes that such steps can save may struggling agents. our success rate is well over 50 to 60 percent, Parker said. The end result of these strategies is care agents who have the ability and the motivation to handle the unexpected when it arises. Wendy Fondrin, in the Phoenix service center, is one such agent. She spoke with a card holder who had lost her card at the same time her mother passed away. The lady was in hysteria, Fondrin notes. She needed to make funeral arrangements immediately. Fondrin arraged to have a card delivered that same day, with American Express picking up the $500 charge. The loyalty and that refer friend is worth that money, Fondrin summarizes.

Questions:

1. Consider these strategies in the context of the theories reviewed in chapter 9 and 10 (needs theory, expectancy theory, goal setting theory, equity theory, agency theory). Which theories seem to be most present in these strategies? Which seem to be least present, and what could the company do to rectify such omissions?