David, who has suffered from ALS for twenty years, is now hospitalized in a private religious hospital on a respirator. He spoke with his physician before he became incapacitated and asked that he be allowed to die if the suffering became too much for him. The physician agreed that, while he would not give David any drugs to assist a suicide, he would discontinue David’s respirator if asked to do so. David has now indicated through a prearranged code of blinking eye movements that he wants the respirator discontinued. David had signed his living will before he became ill, indicating that he did not want extraordinary means keeping him alive. The nursing staff has alerted the hospital administrator about the impending discontinuation of the respirator. The administrator tells the physician that this is against the hospital’s policy. She states that once a patient is placed on a respirator, the family must seek a court order to have him or her removed from this type of life support. In addition, it is against hospital policy to have any staff members present during such a procedure. After consulting with the family, the physician orders an ambulance to transport the patient back to his home, where the physician discontinues the life support.

ANALYZE THIS CASE STUDY USING THE  Seven-Step Decision Model

Urgent!!

please answer the following question from the article below.

1. Who is the least motivated person at FireArt and why? Recommend at least 2

actions Eric can take to more effectively motivate this employee. Explain how your

recommendations are supported by a specific theory of motivation.

2. Randy Louderback believes that the best ideas “never came out of a team. Brilliant

ideas come from brilliant individuals, who then inspire others in the organization

to implement them." Under which conditions is this belief accurate? Under which

conditions is this belief inaccurate?

3. How would you describe the level of task interdependence at FireArt? Describe 3

ways Eric Holt can increase task interdependence in his team (1 recommendation

per type of task interdependence). Which of these recommendations do you

believe would be most effective and why?

4. Which team roles are present and absent at FireArt? What are the implications of

these roles for Eric Holt and his team’s performance?

5. What are the types and sources of conflict at FireArt? Which conflict handling styles

are present and absent among FireArt employees? What are 2 ways Eric Holt can

improve his conflict management?

6. Describe the organizational culture of FireArt? How does this culture affect Eric

Holt’s experience and effectiveness as a manager? Based on the Model of Team

Effectiveness, provide at least 5 recommendations to help Eric Holt better build and

manage teams.

The last thing Eric Holt had expected to miss about New York City was its sunrises. Seeing one usually

meant he had pulled another all-nighter at the consulting firm where, as a vice president, he had

managed three teams of manufacturing specialists. But as he stood on the balcony of his new apartment

in the small Indiana city that was now his home, Eric suddenly felt a pang of nostalgia for the way the

dawn plays off the skyscrapers of Manhattan. In the next moment, though, he let out a sardonic laugh.

The dawn light was not what he missed about New York. What he missed was the feeling of

accomplishment that usually accompanied those sunrises.

An all-nighter in New York had meant hours of intense work with a cadre of committed, enthusiastic

colleagues. Give and take. Humor. Progress. Here, so far anyway, that was unthinkable. As the director

of strategy at FireArt, Inc., a regional glass manufacturer, Eric spent all his time trying to get his new

team to make it through a meeting without the tension level becoming unbearable. Six of the top-level

managers involved seemed determined to turn the company around, but the seventh seemed equally

determined to sabotage the process. Forget camaraderie. There had been three meetings so far, and

Eric hadn't even been able to get everyone on the same side of an issue.

Eric stepped inside his apartment and checked the clock: only three more hours before he had to watch

as Randy Louderback, FireArt's charismatic director of sales and marketing, either dominated the group's

discussion or withdrew entirely, tapping his pen on the table to indicate his boredom. Sometimes he

withheld information vital to the group's debate; other times he coolly denigrated people's comments.

Still, Eric realized, Randy held the group together because of his dynamic personality, his almost

legendary past, and his close relationship with FireArt's CEO that he could not be ignored. And at least

once during each meeting, he offered an insight about the industry or the company that was so

perceptive that Eric knew he shouldn't be ignored.

As he prepared to leave for the office, Eric felt the familiar frustration that had started building during

the team's first meeting a month earlier. It was then that Randy had first insinuated, with what sounded

like a joke, that he wasn't cut out to be a team player.

FireArt, Inc., was in trouble- not deep trouble, but enough for its CEO, Jack Derry, to make strategic

repositioning Eric's top and only task. The company, a family-owned maker of wine goblets, beer steins,

ashtrays, and other glass novelties had succeeded for nearly 80 years as a high-quality, high-price

producer, catering to hundreds of Midwestern clients. It traditionally did big business every football

season, selling commemorative knickknacks to the fans of teams such as the Fighting Irish, the

Wolverines, and the Golden Gophers. In the spring, there was always a rush of demand for senior prom

items -- champagne goblets emblazoned with a school's name or beer mugs with a school's crest, for

example. Fraternities and sororities were steady customers. Year after year, FireArt showed respectable

increases at the top and bottom lines, posting $86 million in revenues and $3 million in earnings three

years before Eric arrived.

In the last 18 months, though, sales and earnings had flattened. Jack, a grandnephew of the company's

founder, thought he knew what was happening. Until recently, large national glass companies had been

able to make money only through mass production. Now, however, thanks to new technologies in the

glassmaking industry, those companies could execute short runs profitably. They had begun to enter

FireArt's niche, Jack had told Eric, and, with their superior resources, it was just a matter of time before

they would own it.

"You have 1 responsibility as FireArt's new director of strategy," Jack had said to Eric on his first day.

"That's to put together a team of our top people, one person from each division, and have a plan for the

company's strategic realignment up, running, and winning within 6 months."

Eric had immediately compiled a list of the senior managers from human resources, manufacturing,

finance, distribution, design, and marketing, and had set a date for the first meeting. Then, drawing on

his years as a consultant who had worked almost solely in team environments, Eric had carefully

prepared a structure and guidelines for the group's discussions, disagreements, and decisions, which he

planned to propose to the members for their input before they began working together.

Successful groups are part art, part science, Eric knew, but he also believed that with every member's

full commitment, a team proved the adage that the whole is greater than the sum of its parts. Knowing

that managers at FireArt were unaccustomed to the team process, however, Eric imagined he might get

some resistance from one or two members.

For one, he had been worried about Ray LaPierre of manufacturing. Ray was a giant of a man who had

run the furnaces for some 35 years, following in his father's footsteps. Although he was a former high

school football star who was known among factory workers for his hearty laugh and practical jokes, Ray

usually didn't say much around FireArt's executives, citing his lack of higher education as the reason. Eric

had thought the team atmosphere might intimidate him.

Eric had also anticipated a bit of a fight from Maureen Turner of the design division, who was known to

complain that FireArt didn't appreciate its six artists. Eric expected Maureen might hesitate to

collaborate with people who didn't understand the design process.

Ironically, both those fears had proved groundless, but another, more difficult problem had arisen. The

wild card had turned out to be Randy. Eric had met Randy once before the team started its work and

had found him to be enormously intelligent, energetic, and good-humored. What's more, Jack Derry had

confirmed his impressions, telling him that Randy "had the best mind" at FireArt. It was also from Jack

that Eric had first learned of Randy's hardscrabble yet inspirational personal history.

Poor as a child, he had worked as a security guard and short-order cook to put himself through the state

college, from which he graduated with top honors. Soon after, he started his own advertising and market

research firm in Indianapolis, and within the decade, he had built it into a company employing 50 people

to service some of the region's most prestigious accounts. His success brought with it a measure of fame:

articles in the local media, invitations to the statehouse, even an honorary degree from an Indiana

business college. But in the late 1980s, Randy's firm suffered the same fate as many other advertising

shops, and he was forced to declare, bankruptcy. FireArt considered it a coup when it landed him as

director of marketing, since he had let it be known that he was offered at least two dozen other jobs.

"Randy is the future of this company," Jack Derry had told Eric. "If he can't help you, no one can. I look

forward to hearing what a team with his kind of horsepower can come up with to steer us away from

the mess we're in."

Those words echoed in Eric's mind as he sat, with increasing anxiety, through the team's first and second

meetings. Though Eric had planned an agenda for each meeting and tried to keep the discussions on

track, Randy always seemed to find a way to disrupt the process. Time and time again, he shot down

other people's ideas, or he simply didn't pay attention. He also answered most questions put to him with

maddening vagueness. "I'll have my assistant look into it when he gets a moment," he replied when one

team member asked him to list FireArt's five largest customers. "Some days you eat the bear, and other

days the bear eats you," he joked another time, when asked why sales to fraternities had recently nosedived.

Randy's negativism, however, was countered by occasional comments so insightful that they stopped

the conversation cold or turned it around entirely -- comments that demonstrated extraordinary

knowledge about competitors or glass technology or customers' buying patterns. The help wouldn't last,

though, Randy would quickly revert to his role as team renegade.

The third meeting, last week, had ended in chaos. Ray LaPierre, Maureen Turner, and the distribution

director, Carl Simmons, had each planned to present cost-cutting proposals, and at first it looked as

though the group were making good progress.

Ray opened the meeting, proposing a plan for FireArt to cut throughput time by 3% and raw-materials

costs by 2%, thereby positioning the company to compete better on price. It was obvious from his

detailed presentation that he had put a lot of thought into his comments, and it was evident that he was

fighting a certain amount of nervousness as he made them.

"I know I don't have the book smarts of most of you in this room," he had begun, "but here goes anyway."

During his presentation, Ray stopped several times to answer questions from the team, and as he went

on, his nervousness transformed into his usual ebullience. "That wasn't so bad!" he laughed to himself

as he sat down at the end, flashing a grin at Eric. "Maybe we can turn this old ship around."

Maureen Turner had followed Ray. While not disagreeing with him -- she praised his comments, in fact

-- she argued that FireArt also needed to invest in new artists, pitching its competitive advantage in

better design and wider variety. Unlike Ray, Maureen had made this case to FireArt's top executives

many times, only to be rebuffed, and some of her frustration seeped through as she explained her

reasoning yet again. At one point, her voice almost broke as she described how hard she had worked in

her first ten years at FireArt, hoping that someone in management would recognize the creativity of her

designs. "But no one did," she recalled with a sad shake of her head. "That's why when I was made

director of the department, I made sure all the artists were respected for what they are -- artists, not

worker ants. There's a difference, you know." However, just as with Ray LaPierre, Maureen's comments

lost their defensiveness as the group members, with the exception of Randy, who remained impassive,

greeted her words with nods of encouragement.

By the time Carl Simmons of distribution started to speak, the mood in the room was approaching

buoyant. Carl, a quiet and meticulous man, jumped from his seat and practically paced the room as he

described his ideas. FireArt, he said, should play to its strength as a service-oriented company and

restructure its trucking system to increase the speed of delivery. He described how a similar strategy had

been adopted with excellent results at his last job at a ceramics plant. Carl had joined FireArt just six

months earlier. It was when Carl began to describe those results in detail that Randy brought the meeting

to an unpleasant halt by letting out a loud groan. "Let's just do everything, why don't we, including

redesign the kitchen sink!" he cried with mock enthusiasm. That remark sent Carl back quickly to his

seat, where he halfheartedly summed up his comments. A few minutes later, he excused himself, saying

he had another meeting. Soon the others made excuses to leave, too, and the room became empty.

No wonder Eric was apprehensive about the fourth meeting. He was therefore surprised when he

entered the room and found the whole group, save Randy, already assembled.

Ten minutes passed in awkward small talk, and, looking from face to face, Eric could see his own

frustration reflected. He also detected an edge of panic -- just what he had hoped to avoid. He decided

he had to raise the topic of Randy's attitude openly, but just as he started, Randy ambled into the room,

smiling. "Sorry, folks," he said lightly, holding up a cup of coffee as if it were explanation enough for his

tardiness.

"Randy, I'm glad you're here," Eric began, "because I think today we should begin by talking about the

group itself -- "

Randy cut Eric off with a small, sarcastic laugh. "Uh-oh, I knew this was going to happen," he said.

Before Eric could answer, Ray LaPierre stood up and walked over to Randy, bending over to look him in

the eye.

"You just don't care, do you?" he began, his voice so angry it startled everyone in the room.

Everyone except Randy. "Quite the contrary -- I care very much," he answered breezily. "I just don't

believe this is how change should be made. A brilliant idea never came out of a team. Brilliant ideas

come from brilliant individuals, who then inspire others in the organization to implement them."

"That's a lot of bull," Ray shot back. "You just want all the credit for the success, and you don't want to

share it with anyone."

"That's absurd," Randy laughed again. "I'm not trying to impress anyone here at FireArt. I don't need to.

I want this company to succeed as much as you do, but I believe, and I believe passionately, that groups

are useless. Consensus means mediocrity. I'm sorry, but it does."

"But you haven't even tried to reach consensus with us," Maureen interjected. "It's as if you don't care

what we all have to say. We can't work alone for a solution -- we need to understand each other. Don't

you see that?"

The room was silent as Randy shrugged his shoulders noncommittally. He stared at the table, a blank

expression on his face.

It was Eric who broke the silence. "Randy, this is a team. You are part of it," he said, trying to catch

Randy's eye without success. "Perhaps we should start again -- "

Randy stopped him by holding up his cup, as if making a toast. "Okay, look, I'll behave from now on," he

said. The words held promise, but he was smirking as he spoke them -- something no one at the table

missed. Eric took a deep breath before he answered; as much as he wanted and needed Randy

Louderback's help, he was suddenly struck by the thought that perhaps Randy's personality and his past

experiences simply made it impossible for him to participate in the delicate process of ego surrender

that any kind of teamwork requires.

"Listen, everyone, I know this is a challenge," Eric began, but he was cut short by Randy's pencil-tapping

on the table. A moment later, Ray LaPierre was standing again.

"Forget it. This is never going to work. It's just a waste of time for all of us," he said, more resigned than

gruff. "We're all in this together, or there's no point." He headed for the door, and before Eric could stop

him, two others were at his heels.

Urgent!!

please answer the following question from the article below.

1. Who is the least motivated person at FireArt and why? Recommend at least 2

actions Eric can take to more effectively motivate this employee. Explain how your

recommendations are supported by a specific theory of motivation.

2. Randy Louderback believes that the best ideas “never came out of a team. Brilliant

ideas come from brilliant individuals, who then inspire others in the organization

to implement them." Under which conditions is this belief accurate? Under which

conditions is this belief inaccurate?

3. How would you describe the level of task interdependence at FireArt? Describe 3

ways Eric Holt can increase task interdependence in his team (1 recommendation

per type of task interdependence). Which of these recommendations do you

believe would be most effective and why?

4. Which team roles are present and absent at FireArt? What are the implications of

these roles for Eric Holt and his team’s performance?

5. What are the types and sources of conflict at FireArt? Which conflict handling styles

are present and absent among FireArt employees? What are 2 ways Eric Holt can

improve his conflict management?

6. Describe the organizational culture of FireArt? How does this culture affect Eric

Holt’s experience and effectiveness as a manager? Based on the Model of Team

Effectiveness, provide at least 5 recommendations to help Eric Holt better build and

manage teams.

The last thing Eric Holt had expected to miss about New York City was its sunrises. Seeing one usually

meant he had pulled another all-nighter at the consulting firm where, as a vice president, he had

managed three teams of manufacturing specialists. But as he stood on the balcony of his new apartment

in the small Indiana city that was now his home, Eric suddenly felt a pang of nostalgia for the way the

dawn plays off the skyscrapers of Manhattan. In the next moment, though, he let out a sardonic laugh.

The dawn light was not what he missed about New York. What he missed was the feeling of

accomplishment that usually accompanied those sunrises.

An all-nighter in New York had meant hours of intense work with a cadre of committed, enthusiastic

colleagues. Give and take. Humor. Progress. Here, so far anyway, that was unthinkable. As the director

of strategy at FireArt, Inc., a regional glass manufacturer, Eric spent all his time trying to get his new

team to make it through a meeting without the tension level becoming unbearable. Six of the top-level

managers involved seemed determined to turn the company around, but the seventh seemed equally

determined to sabotage the process. Forget camaraderie. There had been three meetings so far, and

Eric hadn't even been able to get everyone on the same side of an issue.

Eric stepped inside his apartment and checked the clock: only three more hours before he had to watch

as Randy Louderback, FireArt's charismatic director of sales and marketing, either dominated the group's

discussion or withdrew entirely, tapping his pen on the table to indicate his boredom. Sometimes he

withheld information vital to the group's debate; other times he coolly denigrated people's comments.

Still, Eric realized, Randy held the group together because of his dynamic personality, his almost

legendary past, and his close relationship with FireArt's CEO that he could not be ignored. And at least

once during each meeting, he offered an insight about the industry or the company that was so

perceptive that Eric knew he shouldn't be ignored.

As he prepared to leave for the office, Eric felt the familiar frustration that had started building during

the team's first meeting a month earlier. It was then that Randy had first insinuated, with what sounded

like a joke, that he wasn't cut out to be a team player.

FireArt, Inc., was in trouble- not deep trouble, but enough for its CEO, Jack Derry, to make strategic

repositioning Eric's top and only task. The company, a family-owned maker of wine goblets, beer steins,

ashtrays, and other glass novelties had succeeded for nearly 80 years as a high-quality, high-price

producer, catering to hundreds of Midwestern clients. It traditionally did big business every football

season, selling commemorative knickknacks to the fans of teams such as the Fighting Irish, the

Wolverines, and the Golden Gophers. In the spring, there was always a rush of demand for senior prom

items -- champagne goblets emblazoned with a school's name or beer mugs with a school's crest, for

example. Fraternities and sororities were steady customers. Year after year, FireArt showed respectable

increases at the top and bottom lines, posting $86 million in revenues and $3 million in earnings three

years before Eric arrived.

In the last 18 months, though, sales and earnings had flattened. Jack, a grandnephew of the company's

founder, thought he knew what was happening. Until recently, large national glass companies had been

able to make money only through mass production. Now, however, thanks to new technologies in the

glassmaking industry, those companies could execute short runs profitably. They had begun to enter

FireArt's niche, Jack had told Eric, and, with their superior resources, it was just a matter of time before

they would own it.

"You have 1 responsibility as FireArt's new director of strategy," Jack had said to Eric on his first day.

"That's to put together a team of our top people, one person from each division, and have a plan for the

company's strategic realignment up, running, and winning within 6 months."

Eric had immediately compiled a list of the senior managers from human resources, manufacturing,

finance, distribution, design, and marketing, and had set a date for the first meeting. Then, drawing on

his years as a consultant who had worked almost solely in team environments, Eric had carefully

prepared a structure and guidelines for the group's discussions, disagreements, and decisions, which he

planned to propose to the members for their input before they began working together.

Successful groups are part art, part science, Eric knew, but he also believed that with every member's

full commitment, a team proved the adage that the whole is greater than the sum of its parts. Knowing

that managers at FireArt were unaccustomed to the team process, however, Eric imagined he might get

some resistance from one or two members.

For one, he had been worried about Ray LaPierre of manufacturing. Ray was a giant of a man who had

run the furnaces for some 35 years, following in his father's footsteps. Although he was a former high

school football star who was known among factory workers for his hearty laugh and practical jokes, Ray

usually didn't say much around FireArt's executives, citing his lack of higher education as the reason. Eric

had thought the team atmosphere might intimidate him.

Eric had also anticipated a bit of a fight from Maureen Turner of the design division, who was known to

complain that FireArt didn't appreciate its six artists. Eric expected Maureen might hesitate to

collaborate with people who didn't understand the design process.

Ironically, both those fears had proved groundless, but another, more difficult problem had arisen. The

wild card had turned out to be Randy. Eric had met Randy once before the team started its work and

had found him to be enormously intelligent, energetic, and good-humored. What's more, Jack Derry had

confirmed his impressions, telling him that Randy "had the best mind" at FireArt. It was also from Jack

that Eric had first learned of Randy's hardscrabble yet inspirational personal history.

Poor as a child, he had worked as a security guard and short-order cook to put himself through the state

college, from which he graduated with top honors. Soon after, he started his own advertising and market

research firm in Indianapolis, and within the decade, he had built it into a company employing 50 people

to service some of the region's most prestigious accounts. His success brought with it a measure of fame:

articles in the local media, invitations to the statehouse, even an honorary degree from an Indiana

business college. But in the late 1980s, Randy's firm suffered the same fate as many other advertising

shops, and he was forced to declare, bankruptcy. FireArt considered it a coup when it landed him as

director of marketing, since he had let it be known that he was offered at least two dozen other jobs.

"Randy is the future of this company," Jack Derry had told Eric. "If he can't help you, no one can. I look

forward to hearing what a team with his kind of horsepower can come up with to steer us away from

the mess we're in."

Those words echoed in Eric's mind as he sat, with increasing anxiety, through the team's first and second

meetings. Though Eric had planned an agenda for each meeting and tried to keep the discussions on

track, Randy always seemed to find a way to disrupt the process. Time and time again, he shot down

other people's ideas, or he simply didn't pay attention. He also answered most questions put to him with

maddening vagueness. "I'll have my assistant look into it when he gets a moment," he replied when one

team member asked him to list FireArt's five largest customers. "Some days you eat the bear, and other

days the bear eats you," he joked another time, when asked why sales to fraternities had recently nosedived.

Randy's negativism, however, was countered by occasional comments so insightful that they stopped

the conversation cold or turned it around entirely -- comments that demonstrated extraordinary

knowledge about competitors or glass technology or customers' buying patterns. The help wouldn't last,

though, Randy would quickly revert to his role as team renegade.

The third meeting, last week, had ended in chaos. Ray LaPierre, Maureen Turner, and the distribution

director, Carl Simmons, had each planned to present cost-cutting proposals, and at first it looked as

though the group were making good progress.

Ray opened the meeting, proposing a plan for FireArt to cut throughput time by 3% and raw-materials

costs by 2%, thereby positioning the company to compete better on price. It was obvious from his

detailed presentation that he had put a lot of thought into his comments, and it was evident that he was

fighting a certain amount of nervousness as he made them.

"I know I don't have the book smarts of most of you in this room," he had begun, "but here goes anyway."

During his presentation, Ray stopped several times to answer questions from the team, and as he went

on, his nervousness transformed into his usual ebullience. "That wasn't so bad!" he laughed to himself

as he sat down at the end, flashing a grin at Eric. "Maybe we can turn this old ship around."

Maureen Turner had followed Ray. While not disagreeing with him -- she praised his comments, in fact

-- she argued that FireArt also needed to invest in new artists, pitching its competitive advantage in

better design and wider variety. Unlike Ray, Maureen had made this case to FireArt's top executives

many times, only to be rebuffed, and some of her frustration seeped through as she explained her

reasoning yet again. At one point, her voice almost broke as she described how hard she had worked in

her first ten years at FireArt, hoping that someone in management would recognize the creativity of her

designs. "But no one did," she recalled with a sad shake of her head. "That's why when I was made

director of the department, I made sure all the artists were respected for what they are -- artists, not

worker ants. There's a difference, you know." However, just as with Ray LaPierre, Maureen's comments

lost their defensiveness as the group members, with the exception of Randy, who remained impassive,

greeted her words with nods of encouragement.

By the time Carl Simmons of distribution started to speak, the mood in the room was approaching

buoyant. Carl, a quiet and meticulous man, jumped from his seat and practically paced the room as he

described his ideas. FireArt, he said, should play to its strength as a service-oriented company and

restructure its trucking system to increase the speed of delivery. He described how a similar strategy had

been adopted with excellent results at his last job at a ceramics plant. Carl had joined FireArt just six

months earlier. It was when Carl began to describe those results in detail that Randy brought the meeting

to an unpleasant halt by letting out a loud groan. "Let's just do everything, why don't we, including

redesign the kitchen sink!" he cried with mock enthusiasm. That remark sent Carl back quickly to his

seat, where he halfheartedly summed up his comments. A few minutes later, he excused himself, saying

he had another meeting. Soon the others made excuses to leave, too, and the room became empty.

No wonder Eric was apprehensive about the fourth meeting. He was therefore surprised when he

entered the room and found the whole group, save Randy, already assembled.

Ten minutes passed in awkward small talk, and, looking from face to face, Eric could see his own

frustration reflected. He also detected an edge of panic -- just what he had hoped to avoid. He decided

he had to raise the topic of Randy's attitude openly, but just as he started, Randy ambled into the room,

smiling. "Sorry, folks," he said lightly, holding up a cup of coffee as if it were explanation enough for his

tardiness.

"Randy, I'm glad you're here," Eric began, "because I think today we should begin by talking about the

group itself -- "

Randy cut Eric off with a small, sarcastic laugh. "Uh-oh, I knew this was going to happen," he said.

Before Eric could answer, Ray LaPierre stood up and walked over to Randy, bending over to look him in

the eye.

"You just don't care, do you?" he began, his voice so angry it startled everyone in the room.

Everyone except Randy. "Quite the contrary -- I care very much," he answered breezily. "I just don't

believe this is how change should be made. A brilliant idea never came out of a team. Brilliant ideas

come from brilliant individuals, who then inspire others in the organization to implement them."

"That's a lot of bull," Ray shot back. "You just want all the credit for the success, and you don't want to

share it with anyone."

"That's absurd," Randy laughed again. "I'm not trying to impress anyone here at FireArt. I don't need to.

I want this company to succeed as much as you do, but I believe, and I believe passionately, that groups

are useless. Consensus means mediocrity. I'm sorry, but it does."

"But you haven't even tried to reach consensus with us," Maureen interjected. "It's as if you don't care

what we all have to say. We can't work alone for a solution -- we need to understand each other. Don't

you see that?"

The room was silent as Randy shrugged his shoulders noncommittally. He stared at the table, a blank

expression on his face.

It was Eric who broke the silence. "Randy, this is a team. You are part of it," he said, trying to catch

Randy's eye without success. "Perhaps we should start again -- "

Randy stopped him by holding up his cup, as if making a toast. "Okay, look, I'll behave from now on," he

said. The words held promise, but he was smirking as he spoke them -- something no one at the table

missed. Eric took a deep breath before he answered; as much as he wanted and needed Randy

Louderback's help, he was suddenly struck by the thought that perhaps Randy's personality and his past

experiences simply made it impossible for him to participate in the delicate process of ego surrender

that any kind of teamwork requires.

"Listen, everyone, I know this is a challenge," Eric began, but he was cut short by Randy's pencil-tapping

on the table. A moment later, Ray LaPierre was standing again.

"Forget it. This is never going to work. It's just a waste of time for all of us," he said, more resigned than

gruff. "We're all in this together, or there's no point." He headed for the door, and before Eric could stop

him, two others were at his heels.

On 1 November 2019, Billy, who worked as a banker, returned from Japan for business trip with his luggage in the Hong Kong Airport. There was a long queue for taxi, so he decided to take the airport shuttle bus to meet an important client, Success Ltd., concerning a loan arrangement for the merger and acquisition. Because Billy was in a hurry, he left his luggage in the shuttle bus. The luggage contained his proposal and some business documents related to Success Ltd. which were important and confidential. Billy was extremely nervous to get his luggage back and put an advertisement in a local newspapers. The advertisement mentioned that he was willing to pay a reward of HK$20,000 to any person who returned the luggage to him. To show his sincerity, Billy also deposited HK$5,000 as deposit in the bank account.

This has also been referred in the newspapers advertisement. David, the shuttle bus driver, found Billy’s luggage in the shuttle bus, went to the address printed on the tag of the luggage, and returned the luggage to Billy, without reading the advertisement. Billy was very delighted that his luggage was returned and gave David HK1,000 as a reward for his help. David subsequently read the newspapers advertisement and now wants to claim the HK$20,000 reward. Billy refused to pay and said that David was not entitled to the reward. In fact, Billy would like to claim back the HK$1,000 reward that he paid earlier to David. Billy then went to a skiing holiday. Before leaving he orders a grey carpet for his new home from Quality Carpet Ltd’s (QCL) sample book and has paid HK$20,000 to QCL. The back of the sample has a sticker on it which describes the carpet as 100 percent wool. Billy also bought an expensive set of new skis from Alpine Ltd. (AL) for HK$25,000. The first time Billy uses the skis they snap into pieces. On his return from holiday, Billy discovers the colour of the carpet is pink and 100 percent polypropylene. Early this month, Billy booked his car into Tan’s garage for a service. When he collected the car Tan told Billy that the work was complete, but in fact, Tan had forgotten to fully tighten the handbrake cable. Billy lived on a hill and when he got home he applied the handbrake and got out. The handbrake failed to hold the car which rolled down the hill and crushed Jill, who was loading shopping into the back of her car. As a result of the collision, Billy’s car was damaged and Jill was injured.

Advise Billy as to her rights and remedies against QCL and AL under sale of goods law.

These balances and totals are from Mark and Brake Ltd who manufactures sport equipment:
Inventory: 1 March 20x7
Raw material
14 400
Work-in progress (WIP)
9 500
Finished goods
52 000
Delivery vehicle at cost
19 000
Plant and machinery at cost
120 000
Office furniture at cost
6 000
Bank
11 400
Accumulated depreciation on 1 March 20x7:
Delivery vehicles
3 800
Plant and Machinery
36 000
Office furniture
1 200
Water and electricity:
Factory
6 200
Office
320
Purchase of raw material
144 000
Customs duty on raw material
3 400
Freight in on raw material
7 200
Insurance paid :
Factory
2 520
Office
840
Insurance paid in advance 1 March 20x7
Factory
960
Office
260
Allowance for bad debts on 1 March 20x7
830
Account receivable
16 600
Factory wages
73 000
Indirect labour
9 600
Salaries:
Sale personnel
17 40
Office personnel
11 600
Factory overheads
4 560
Stationary
760
Sales
260 400
Page 19 of 21
Additional information:
1. Inventory on hand 28 February 20x8:
 Raw material R13 400
 Work – in- progress R10 700
 Finished goods R60 000
2. Depreciation should be provided for on the reducing-balance method:
 Delivery vehicle 20% p.a.
 Plant and machinery 15%p.a.
 Office furniture 5%p.a
3. Insurance is payable one year in advance on 1 July.
4. Finished goods are transferred from the factory to the sales department at production cost plus 25%
You are required to:
Prepare a work – in – progress inventory account for the year ended 28 February 20x8.
PART 2 (20 marks: 36 minutes)
Mr Len Naidoo, the owner of Widget Distributors, has in the past imported widgets. However, from 1 January 20x8, he decided to manufacture the widgets himself.
Here is the abridged statement of financial position of Widget Distributors at 31 December 20x7:
Capital – Len Naidoo
2 000
Inventory (1 000 units)
800
Accounts payable
1 000
Accounts receivable
700
Bank
1 500
3 000
3 000
Page 20 of 21
From a scrutiny of vouchers and other documents you find that these transaction have taken place during the year ended 31 December 20x8:
1. Cash transaction as per the cash book:
Receipts:
Capital introduced by Mr Naidoo R10 000
Accounts receivable R6 000
Cash sales R2 000
Payments:
Accounts payable R7 000
Drawings- Mr Naidoo R2 500
Wages paid to manufacturing staff R3 000
Rent for factory R1 200
Hire of specialised machinery R1 300
2. Amount owing, totalling R3 500 were written off as bad debts.
3. 5 500 units were sold.
4. A royalty of 10 cents per completed unit manufactured during the year is payable in arears on 1 January of the following year.
5. In addition, the following balance at 31 December 20x8 were determined:
 Accounts payable – raw material R3 500
 Accounts receivable – trade debtors R1 200
 Inventory: Finished goods (4 500 units) R?
 Work – in – progress (2 000 units) R?
 Raw material R2 500
6. Inventory is valued at factory cost using the first – in first – out basis.
7. Work – in – progress at 31 December 20x8 was 75% complete in respect of raw material, and 45% complete in respect of direct labour and overheads.
You are required to:
1) Prepare the statement of the cost of goods manufactured for Widget distributors for the year ended 31 December 20x8.
2) Calculate the gross profit of Widget Distributors for the year ended 31 December 20x8.

Question 10a.

Consider again the file MyNotes.txt from the previous questions. Assuming that users who are neither Bob nor members of the personnel group should have no access to the file, which octal code would you use with chmod to set the permissions on the file for all users?

Select one:

a. 665

b. 664

c. 110

d. o+0

e. 660

f. 770

g. o-0

h. 550

i. o=7

j. 764

k. 655

l. o=0

m. 755

n. 760

Part B.

A program reads files from disk. After reading the entire file, it processes each file, then writes the processed file back to disk before reading and processing the next file. Assume that the reading of the file from a local disk takes 6 ms, the processing of the file takes 19 ms, and the writing of the processed file back to the local disk takes 27 ms.

How long does it take the program to process 64 files from the local disk? Enter an integer value in milliseconds (ms), without the unit.

Part C

Suppose the program reads and writes the files from a network drive instead, and assume that it takes 16 ms for the computer’s read request to reach this network drive, and the same amount of time for the network drive’s data to travel back to the computer (a situation that corresponds roughly to a computer in Auckland accessing a network drive in Sydney). The write request also takes 16 ms to reach the network drive, and the write confirmation from the drive to the computer also needs to travel back, incurring the same delay. Assume all other times remain the same (including the 6 ms read time and the 27 ms write time at the network drive itself, as well as the 19 ms processing time at the computer). How long does the processing of the 64 files take now?

As an IT professional who may face differing and competing priorities from business units, suggest one (1) strategy for negotiating an achievable project scope without damaging the relationship with business units. Support your answer with the steps that you would take in order to implement your strategy.

From an Australian perceptive, how would you brief your staff who is going to be negotiating with Singapore, what would you put into an information session for your staff regarding the information needed to know about how to negotiate with someone from Singapore? Taking into consideration their culture and custom.

David, who has suffered from ALS for twenty years, is now hospitalized in a private religious hospital on a respirator. He spoke with his physician before he became incapacitated and asked that he be allowed to die if the suffering became too much for him. The physician agreed that, while he would not give David any drugs to assist a suicide, he would discontinue David’s respirator if asked to do so. David has now indicated through a prearranged code of blinking eye movements that he wants the respirator discontinued. David had signed his living will before he became ill, indicating that he did not want extraordinary means keeping him alive. The nursing staff has alerted the hospital administrator about the impending discontinuation of the respirator. The administrator tells the physician that this is against the hospital’s policy. She states that once a patient is placed on a respirator, the family must seek a court order to have him or her removed from this type of life support. In addition, it is against hospital policy to have any staff members present during such a procedure. After consulting with the family, the physician orders an ambulance to transport the patient back to his home, where the physician discontinues the life support.

1. Determine if there is one principle or value, or a combination of principles and values, that is so compelling that the proper alternative is clear.

2. Identify short-term, long-term, positive, and negative consequences for the major alternatives. The short-term gain or loss is often overridden when long-term consequences are considered. This step often reveals an unanticipated result of major importance