How Retail Operations Management Objectives Can Best Be Achieved

Retailing is now one of the world’s largest industries and it is in a permanent state of change. This change has been accelerating over the past decade, (Zentes et al. , 2011: Pg. 1). This sector is not only more competitive than in the past but the consumer is also increasingly more demanding and more complex, (Gordon et al. , 2006: Pg. 22). Retailers have to predict the desires of fickle customers, buy and allocate complex sets of merchandise, set the right prices, and offer the right promotions for each individual item.However, there are often wide gaps between supply and demand, which leave retailers holding too much of what customers don’t want, and too little of what they do’, (Friend and Walker, 2001: Pg. 133). This is a huge challenge which faces the retailer of today. Fisher et al. , (2000: Pg. 115) maintains that retailing’s formula for perfection is offering the right product in the right place at the right time for the right price. This is no e asy feat for the retailer and with merchandising decisions becoming more complex, the penalties for errors too are even steeper, (Friend and Walker, 2001: Pg. 33). This is why Gordon et al. ,(2006: Pg. 24) notes that in today’s cutthroat market, there is no place for a ‘head in the sand’ attitude. The importance of the areas of ‘retailing’s formula for perfection’ as stated by Fisher et al. , (2000) will now be examined theoretically and subsequently researched in the context of a successful, independent fashion boutique, Emporium Kalu. Right Product ‘Retailers capture their customers’ interest by the nature of their product range’, (Varley, 2006: Pg. 8).Fashion markets have become increasingly complex with consumers fragmenting into small groups who have very different needs and demand very different products. Varley, (2006: Pg. 8), maintains that product helps to position a retailer against it’s competitors within a given market, but problem many companies today face is that they sell very similar products and services to those of their competitors, (Ingenhoff et al. , 2010:83). Therefore, tremendous pressure is put on retailers to offer the customer something different, (Dvorak et al. , 1996: Pg. 121). In making roduct decisions for individual stores, buyers and retail managers have long relied on instinct, (Friend and Walker, 2001: Pg. 133) but in today’s marketplace many more factors need to be considered. What is at the core of the ‘right’ product is the retailer’s target market, they need to be given a good reason to choose one retailer over another, (Varley, 2006: Pg. 8). Four major trends which affect the consumer’s choice of product have been emerging in recent times.Since the consumer is at the core of what the ‘right’ product is, the retailer must pay attention to these trends and how they relate to their target customer. . The Savvy Co nsumer Whether you are a value fashion retailer or a high end department store, it is necessary to acknowledge that today, the consumer is more tuned in to the latest trends and styles in the fashion industry. Consumers have become more savvy about fashion as they can now access information about various fashion events around the world almost immediately through internet media like blogging, video sharing and podcasts. An increased number of weekly glossies, e. g. Grazia, also fuels this consumer demand for the latest look at a faster pace (Barnes, 2006:260).The consumer now knows what ‘should’ be in-store and retailers will suffer if they cannot provide this to their customers when they expect it. 2. Celebrity power Many Irish consumers find their fashion influenced a great deal by celebrities, with this being the most likely facet of their lives to be influenced by celebrity culture, (Mintel, Clothing Retailing-Ireland, 2011). Star style has never been more accessible . As a result of this constant exposure to celebrity lifestyle, 8% of Irish consumers claim that celebrities influence their purchases, (Mintel, Clothing Retailing-Ireland, 2011).This report continues to detail how this high level of interest in celebrities and their lifestyles is beneficial to the clothing retailing market and can be used as a tool to attract consumers by adding value to a clothing retailer’s product range, and help to drive sales. This can be seen when brands of clothing celebrities wear or clothing lines where a retailer collaborates with celebrities and well known fashion designers become popular. â€Å"In a celebrity-obsessed world, it’s no surprise that we all want to copy what famous faces are wearing†, (www. gsn. com, 2010). Celebrities, according to Olympio, (2007) represent a â€Å"glamour that most of us have idolized and wanted for our own†. This concept can be said to be the reason why people emulate styles they have seen on celebrities, for example, Joan Collins, who in the soap opera ‘Dynasty’, made shoulder pads a signature trend of the 1980’s. This can also be seen today where Sarah Jessica Parker, in ‘Sex and the City’ helped make Manolo Blahnik, the shoe designer, a household name, (www. wgsn. com, 2010).Retailers who choose to sell brands that are publicly linked or associated to a celebrity will stand to be of benefit if their target consumer aspires to be like said celebrity. 3. The Concept of Fast Fashion Gordon et al. , (2006: Pg. 22), remarks that retailers have to deal with constantly shorter product lifecycles. Fast fashion is a business strategy which aims to get new fashion product into stores in the shortest time possible and reduce the processes involved in the buying cycle consequently satisfying consumer demand, (Barnes et al. , 2006: 259, Bruce et al. , 2006: 330).This notion of consumer demand driving the fast fashion industry demonstrates the need to have the ability to act accordingly and respond quickly to these demands. Today, successful fast fashion companies have been moving away from the traditional fashion buying cycle of seasonal forecasting from historical sales one year in advance, (Bruce et al. , 2006:330), to creating smaller collections more frequently, (Barnes et al. , 2006: 261). Barnes et al. , (2006: 261), believe this is as a result of fashion trends being moulded by â€Å"what is happening on the street, in clubs, lifestyle hotspots and not 12months in advance of a selling season†.Long buying cycles have become inappropriate for the demands of modern fashion consumers. Bruce et al. , (2006: 329), maintain this is because fashion consumers â€Å"expect and thrive on constant change and so new products have to be available on a frequent basis†. It is no longer sufficient for retailers to have the same collection in-store all season; product ranges need to be constantly refreshed in order to be à ¢â‚¬Ëœright’. â€Å"Quick response is a concept that has become synonymous with the textile and apparel supply chain†, (Barnes et al. , 2006: 263).This approach to supply chain management is regarded as information driven, minimal pre-season ordering is engaged in and more frequent, in-season small orders are placed to take advantage of improved speed and flexibility, (Christopher et al. , 2004 as cited by Barnes et al. , 2006: 263). This quick response method allows companies to respond almost instantly to catwalk trends that would appeal to their target audience, therefore providing them with the ‘right’ product. The success of this high volume/low cost business model is down to constant and regular updates of fashion collections.For these types of retailer, (value) this has historically been the ‘right’ product as it satisfies the need for ‘newness’ by the consumer at a low cost, something which is central to what their target market seeks. 4. Quality Vs. Quantity: Durability has been found to be a key concern for Irish consumers as four in five R. o. I. consumers claim to make their clothes last, (Mintel, Clothing Retailing-Ireland, 2011). With the occurrence of the recession, consumers are more inclined to want to get the best value for money out of all the products that they buy.In terms of the clothing industry, they are increasingly likely to claim that they make their clothing last a long time. According to Mintel (2011), 81% of R. o. I. consumers agree with this statement as they note between 2007 and 2010 there was an 11 percentage-point increase in agreement with this statement among R. o. I consumers. This highlights that Irish consumers, are increasingly moving away from disposable fashion (i. e. clothing that they may only wear a few times), and towards buying clothing that they expect to last a long time, illustrating a higher demand for quality.Consumers who are now searching for high qualit y investment pieces that will last are driving sales within the premium womenswear market. â€Å"Nearly a quarter (23%) of women are opting to invest in fewer items of superior quality clothing that will last, a substantial increase of 10 percentage points since 2010†, (Mintel, Is the Era For Fast, Disposable Fashion Coming to an End? , 2011). While consumers may be seen to be cutting back in the recession but they are still willing to pay for high quality clothing, (Mintel, Clothing Retailing-Ireland, 2011).With this trend growing, it is necessary for the retailer to evaluate whether their target market is interested or seeking this quality in order to provide the ‘right’ product to them. The type of product on offer in Emporium Kalu has been described as having ‘fashion aesthetic that is unlike anything you will find anywhere else in Ireland’, (Harris, 2011). The Emporium Kalu customer is a ‘business woman, a student, a mother, a grandmother, anyone who wants to be feminine, elegant and unique. She appreciates beautiful design, stunning quality fabrics and subtle detail.She likes to wear timeless, great fitting pieces but puts them together in an individual and personal way’, (Louise Flanagan, co-owner of Emporium Kalu, 2011). The owners of the boutique, who are in business nearly fifteen years now, really know their customer. They have fantastic know-how on what customers want, (Harris, 2011). They pride themselves on offering their consumer exclusivity and uniqueness in their labels, (Louise Flanagan, 2011). They deliver on this by offering high quality brands such as Giles, Galliano, Maria Grachvogel, Alice by Temperley, M Missoni, Vivienne Westwood Red Label, and D&G.Kate O’Dwyer, (co-owner of Emporium Kalu) has stated that ‘even if we have a label that might be stocked somewhere else, we buy it differently. We buy it with the Emporium Kalu attitude. So it is always different to what you will fin d elsewhere’, (as cited in Harris, 2011). They are constantly searching for the ‘next big label’ so keeping a close eye celebrity fashion is a must. It is through this product differentiation and clear focus on their customer that Emporium Kalu have succeeded in buying the ‘right’ product for their store.Right Place/Location ‘A common cause of business failure among retailers is the selection of the wrong store location’, (Mazze, Pg. 17). Zentes et al. , (2011: Pg. 203), agrees and adds that a good location can lead to strong competitive advantages as location is ‘unique’ and thus cannot be imitated by competitors. It is necessary however for the location of a store to be appropriate to the retail business because in order to reach the right kind of customer it is important for a store to be in a street that reflects its image, (Varley, 2006: Pg. 173).The success of a retail store depends on many factors such as the storeâ⠂¬â„¢s location in relation to the region and the state, its situation within the community, its location on the street or in the shopping centre and the characteristics of the community and trading area, (Mazze, Pg. 17). The retailer also needs to take into account, the customer’s perception of the shopping task. Mazze explains this consideration in that a customer who wishes to obtain speciality goods like gourmet foods is not greatly concerned with how far he must go or the length of time it takes to get them.This implies that store location can be directly linked to the merchandise available within. This theory put forward by Mazze can be seen in practice by Emporium Kalu. The store is located in Naas, Co. Kildare, Ireland. This is not a large, heavily populated city with substantial daily footfall. It is a relatively small commuter suburb where many people reside but work in capital city Dublin. The store itself is positioned on the corner of a pedestrianised lane which meets the main street of Naas.This location ‘offers the kind of environment that attracts a more discerning shopper ‘, (Varley, 2006: Pg. 173). While Emporium Kalu’s location may not be preeminent, it offers the product ranges and service that consumers are willing to travel for. The owners leverage it’s merchandise and style expertise in a way that makes up for what it may lack in store location, so much so that it has been honoured with being ranked as one of the fifty best boutiques in the British Isles, (www. telegraph. co. uk). Right Quantity at the Right TimeVarley, (2006: Pg. 110), holds that getting the ‘right’ quantities of merchandise delivered into the retail organisation at the right time is necessary to satisfy both basic customer needs and retail management goals. The implications of getting product levels wrong are great; too much stock will threaten the profitability of a range and increase holding costs and too little stock wil l cause a loss of customers and sales, both direct and complementary. These errors can occur as a result of late deliveries, late orders or choosing the incorrect size mix.Choosing the perfect size configuration for a company store program requires careful calculation, (Cook Kimbrough, 2008: Pg. 36). A retailer must decide how much of a particular product line is needed for their store, (Varley, 2006: Pg. 110). Similar to the other ‘right’s, this decision is highly dependent on a fashion retailers target audience. Cook Kimbrough, (2008: Pg. 36), is of the opinion that a good rule of thumb is to think of the bell curve when choosing your sizes for your range. Sizes in the middle tend to sell about twice as much as the sizes at the extreme.As can be seen, the ‘right’ quantity includes many different factors and cannot be considered independently. Emporium Kalu operates with an exclusive image. They pride themselves on offering product that is ‘different to what you will find somewhere else’, (O’Dwyer as cited in Harris, 2011). They achieve this exclusivity factor through both the labels they offer and through their size configuration. They are not the business of mass selling product. ‘We want the consumer to feel special when she wears her clothing and she can be confident that she will not see other people wearing the same outfit.That is why we buy our ranges relatively wide as opposed to deep’, (Louise Flanagan, 2011). Therefore, the co-owners do not purchase large quantities of each style in-store which creates the ‘exclusive’ feeling. This strategy has proven to be extremely successful for this boutique and is the ‘right’ quantity for their customer and their retail organisation. Right Price Setting prices in today’s intensely competitive and dynamic retail environment is a complex task and developing a detailed understanding of consumer behaviour and buying patterns lies at the heart of any successful pricing strategy, (Gordon et al. 2006: Pg. 22). Retailers can use price in conjunctions with product quality, customer service quality and selling environment to make a very clear statement about the image they wish to communicate and about where they belong in the market, (Varley, 2006: Pg. 13). Therefore, pricing is directly linked to a retailers specific target market and the level of product quality they offer. This is clearly seen in the three main retailing pricing structures that Zentes et al. , (2011: Pg. 256) puts forward; 1. Value/ budget Price: Focuses on low cost and high volume selling of product. 2. Medium Price: Focuses on 3.Premium Price: Focuses on attracting customers who are less concerned with price and more interested product quality and prestige. In order for a fashion retailer to succeed with their pricing structure and charge the ‘right’ price, product quality and consumer expectations need to be aligned. Empo rium Kalu is positions themselves in the premium price segment. They attract the type of consumer described in this segment by Zentes et al’s, (2011: Pg. 256). Kate O’Dwyer verifies this and states that ‘we're about beautiful pieces because there are people who appreciate the special and unique’, (cited in Harris, 2011).Whilst on buying trips, price is not at the forefront of the minds of the co-owners, it is more about whether the collection and quality is a good fit for the store and their customer, ‘if we love a piece, we have to have it’, (Flanagan, 2011). This pricing structure prevails for Emporium Kalu as they attract customers who are in pursuit of product prestige and service over lower cost. Right Personnel What has not been included in the ‘retailing’s formula for perfection’, and should be considered as a new addition, is having the right personnel to carry out the final step in the retailing process, that is, s elling product to the consumer.The rational for this inclusion is for without converting store visits into sales, the bottom line cannot be achieved and the other ‘rights’ are meaningless. Kotler et al. , (2005:446), too acknowledges personnel importance and states that it is a key way for a brand to stand out in the mind of the consumer is through providing top quality service as service is important to customers. Having the right personnel in your store can be an invaluable tool in creating and retaining customer loyalty. Individual help by floor staff, personal shoppers or stylists will enhance the customers experience and perception of the brand.For â€Å"it is here at the customer interface that business is either won or lost†, (Jackson et al. , 2009:84). This idea of the right personnel is central to the store offering in Emporium Kalu. The owners Louise Flanagan and Kate O’Dwyer, right from the beginning were focused on not only providing the custom er with exceptional quality products and brands but also exceptional service, (Louise Flanagan, 2011). This outstanding customer service is delivered through unrivalled, individual styling and advice, personal tailoring on garments, an in-store deposit facility and one to one after hours service if required.Co-owner Louise prides the store on having staff who provide first class, attentive assistance for all customers who walk through their doors, (2011). The consumer and their requirements are valued and are given the upmost consideration. This she believes, in part, is the way forward for independent retailers today. Offering the customer more than just a product but an enjoyable experience and advice they can trust so they feel confident in their clothes too. ConclusionIn order for a fashion retailer to achieve its retail operations objectives a number of considerations need to be taken into account and the customer is central to each. When choosing the ‘right’ produ ct, the target customer needs to be at the core of all decisions. Trends in their choices, spending power and what influences them are fundamental in selecting different collections. The product has to have the ability to satisfy the consumer, (Varley, 2006: Pg. 76). Jackson et al. , (2009: 83), maintains that uniqueness in product, a high level of quality and providing unique product benefits are a â€Å"critical differentiator in fashion†.When choosing a retailer’s location, in order for it to be ‘right’, the customer’s perception of the shopping task and the characteristics of the community and trading area need to be considered. If chosen appropriately, location can be a source of competitive advantage. Getting the quantities of merchandise ‘right’ for a retail organisation is highly dependent on a fashion retailers target audience and they what they require. It is a decision that cannot be made independently and is affected by timi ng and sizing issues.In order for a fashion retailer to succeed with their pricing structure and charge the ‘right’ price, product quality and consumer expectations need to be aligned. This will create loyalty among customers if a retailer can deliver on their pricing structure. The proposed additional ‘right’ of retailing, the right personnel could prove to be key in gaining a competitive advantage in the marketplace today. Offering the customer benfits other than the product like an enhanced in-store experience will aid the fashion retailer to endure the current difficult market conditions.

Outline and comment on the two schools Essay

â€Å"Outline and comment on the two schools of thought involved in the study of the nature-nurture debate in development. Explain, using examples, why this debate gives rise to so much controversy†.  The debate concerning the two schools of thought involved in the study of the â€Å"nature versus nurture† is one of the most controversial and long-lasting debates in psychology. Psychologists disagree whether a particular part of behaviour had taken place through genetic and heredity factors or through experience in their environment and learning. Psychologists are trying to answer, â€Å"What makes us who we are?† and consider two main influences. Firstly nature which is involved in genes and heredity, and their influences on our development, and secondly nurture which is involved in external influences on our development such as the environment and nurturing. Psychologists were divided into two schools of thought, firstly the nativists, who are concerned with the nature side of the debate. In 1943 Gesell argued that genes and chromosomes that are inherited are the main influence in child development (Hayes and Orrell 1996, pg 2). For example: Gesell found that the development of physical coordination in a baby seemed to follow an orderly sequence, beginning with its head, and gradually moved down the body. Gesell regarded these sequences of development as being fixed and genetically determined (Hayes N 1993, pg 31). See more: what is essay format Genes are lengths of DNA, which carry instructions that control everything that happens inside a cell. They are passed onto the next generation in order to avoid extinction. Each body cell contains two sets of 23 chromosomes and each chromosome contains up to 4000 genes. (Barber M et al 2000, pg 480). Every newborn baby has around 60,000 genes; they have two copies of each gene and inherit one set from the mother and one set from the father. (Barber M et al 2000,pg 504). We portray some of these genes in our similarities in appearance to our parents or other members of our immediate family, or when generations have been skipped. For example our eye and hair colour is similar or our height, build and weight is similar to our parents. Genes can be recessive or dominant. For example: The gene that gives the colour in brown eyes is a dominant gene and the blue gene that results in blue eyes is a recessive gene. A child will have brown eyes if one of its parents had brown eyes even if the other parent had blue eyes. That child will still have the blue-eyed gene and may pass it on to the next generation (Hayes and Orrell 1996, pg 5). Some diseases are inherited mainly because of faulty genes. For example: Huntingdon disease is caused by a faulty gene and causes premature degeneration of the brain (Barber M et al 2000,pg 504). Down’s syndrome is another example of a genetic disorder, which has resulted from the presence of an extra chromosome and causes physical and mental handicaps to different degrees of severity (Hayes and Orrell 1996, pg 4).  As well as inherited characteristics and features there is also evidence of inherited behaviour. This was shown in 1938 in Lorenz and Tinbergens 4 characteristics in animal behaviour: Stereotyped – this behaviour happens the same way every time.  Species specific – this behaviour is specific to a certain type of animal.  Isolation – this behaviour is the same as others of their species, even if they have been isolated.  No practice – this behaviour appears as a complete unit even if the animal has had no chance to practice it. (Hayes and Orrell 1996 pg 9 & Class notes)  Imprinting is a type of behaviour that can form rapid attachments and is also believed to be genetically influenced. For example: Ducklings had become imprinted on a human being. Lorenz found that ducklings would adopt him if he were the first moving thing they saw. He believed this would only take place in the critical period, up to 25 hours after hatching. This was questioned by, (W Slucking in 1964.) After his own study of the same experiment, he found the period was extended if the ducklings were isolated from one another, and hadn’t been able to imprint on each other (Hayes N 1993, pg 39). Behaviours we inherit don’t show up all at once. Certain forms of behaviour emerge when the individual is mature enough. This is known as maturation, for example, the physiological changes that take place in puberty (Hayes & Orrell 1996 pg 7). There are disagreements between the nativists and behaviourists about whether or not maturation is purely genetic. (Hayes N 1993, pg 32).  This brings the debate to the other side of the disagreement and behaviourists also known, as empiricists, believe nurture is the main influence in development. In 1913, J.B. Watson attempted to make psychology `Scientific`. Previously psychology had concentrated on the study of the mind, Watson argued that the mind was not suitable for valid scientific research, so instead he studied behaviour (Hayes N 1995, pg 3). Watson was a total empiricist believing the environment was the only important factor in an individual’s development. He considered that a child was born as tabula rasa – a blank slate, which experience would write upon to produce the person (Hayes & Orrell 1996, pg 2.

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Chapter 12 Basic Approaches to Leadership MULTIPLE CHOICE What Is Leadership? 1. John Kotter’s view argues that management focuses on coping with complexity, whereas leadership focuses on coping with _____. a. conflict b. success c. defeat d. morale e. change (e; Moderate; Management and Leadership; p. 385) 2. Which of the following roles focuses on bringing about order and consistency by drawing up formal plans? a. leadership b. management c. task structure d. initiating structure e. none of the above (b; Easy; Management; p. 385) 3. Leadership is best defined as _____. a. he ability to influence a group in goal achievement b. keeping order and consistency in the midst of change c. implementing the vision and strategy provided by management d. coordinating and staffing the organization and handling day-to-day problems e. not a relevant variable in modern organizations (a; Moderate; Leadership; p. 385) 4. Which of the following statements regarding leadership is true? a. All l eaders are managers. b. Formal rights enable managers to lead effectively. c. All managers are leaders. d. All leaders are hierarchically superior to followers. . Nonsanctioned leadership is as important as or more important than formal influence. (e; Challenging; Leadership; p. 386) {AACSB: Analytic Skills} Trait Theories 5. Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics? a. Fiedler’s perspective b. characteristic theory c. LPC d. contingency theory e. trait theory (e; Easy; Trait Theories; p. 386) 6. According to a comprehensive review of the leadership literature, what is the most important trait of effective leaders? a. conscientiousness b. openness c. extraversion d. greeableness e. emotional stability (c; Easy; Big Five and Trait Theories; p. 386) 7. Recent studies indicate that ________ may indicate effective leadership. a. an endless supply of terrific ideas b. a compelling vision c. a highly analytical mind d . outstanding training e. emotional intelligence (e; Easy; Emotional Intelligence and Trait Theories; p. 387) 8. Emotional intelligence is so critical to effective leadership because one of its core components is ________. a. conscientiousness b. empathy c. openness d. extraversion e. agreeableness (b; Easy; Trait Theories; p. 387) 9.There is fairly strong evidence that traits can predict _____ more accurately than leadership effectiveness. a. leadership emergence b. extraversion in leaders c. leadership awareness d. leadership competence e. the conscientiousness of leaders (a; Moderate; Trait Theories; p. 388) Behavioral Theories 10. Trait research suggests that we focus on _____, whereas behavioral studies imply that we can effectively _____. a. teaching people certain traits; teach people certain behaviors b. selecting the right person for a job; train leaders c. changing jobs to suit people; change people to suit jobs d. raining new employees; dispense with training e. identifyi ng certain traits in leaders; ignore leaders’ traits (b; Moderate; Trait Theories versus Behavioral Theories; p. 389) {AACSB: Analytic Skills} 11. If trait theories of leadership are valid, then leaders are _____. a. trained b. born c. authoritarian d. educated e. grown (b; Moderate; Trait Theories; p. 389) 12. If behavioral leadership theories are correct, then _____. a. leadership behaviors are consistent b. leaders are born with leadership behaviors c. leaders’ behavior should be altered d. leadership can be taught e. omen generally make better leaders than men (d; Moderate; Behavioral Theories; p. 389) 13. Which of the following is not a behavioral theory of leadership? a. Ohio State studies b. Fiedler model c. University of Michigan studies d. managerial grid e. All of the above are behavior theories of leadership. (b; Moderate; Behavioral Theories; pp. 389-390) {AACSB: Analytic Skills} 14. The two dimensions of leadership behavior explained in the Ohio State stud ies are _____. a. coercion and motivation b. concern for people and concern for production c. employee-oriented and production-oriented d. nitiating structure and consideration e. operant conditioning and classical conditioning (d; Moderate; Ohio State Studies; p. 389) {AACSB: Analytic Skills} 15. According to the Ohio State studies, the extent to which a leader’s behavior is directed toward getting the job done is called _____. a. consideration b. maximization c. relationship-oriented d. path-goal e. initiating structure (e; Moderate; Initiating Structure; p. 389) 16. A leader high in initiating structure would do which of the following? a. seek consensus b. exhibit laissez-faire type of leadership c. maximize leader-member relations d. ssign group members to particular tasks e. empower employees to make their own decisions (d; Moderate; Initiating Structure; p. 389) {AACSB: Analytic Skills} 17. According to the Ohio State studies, the extent to which a leader is likely to h ave job relationships characterized by mutual trust and respect for his/her employees is _____. a. consideration b. matrix c. consensus-building d. LPC e. maximization (a; Moderate; Consideration; p. 389) 18. The two dimensions of leadership behavior identified in the University of Michigan studies are _____. a. coercion and motivation b. emotional and rational c. mployee-oriented and production-oriented d. initiating structure and consideration e. initiation and completion (c; Moderate; University of Michigan Studies; p. 390) {AACSB: Analytic Skills} 19. The University of Michigan studies define a(n) _____ leader as one who takes personal interest in the needs of his/her subordinates. a. LMX b. contextual c. employee-oriented d. consensus-building e. consummate (c; Moderate; Employee-Oriented Leaders; p. 390) 20. If a leader’s main concern is accomplishing his/her group’s tasks, the University of Michigan studies label this leader _____. a. consideration-oriented . ma nagerial c. ineffective d. high achieving e. production-oriented (e; Moderate; Production-Oriented Leaders; p. 390) 21. According to University of Michigan researchers, which type of leaders is associated with higher group productivity and higher job satisfaction? a. situational b. employee-oriented c. production-oriented d. initiating structure-oriented e. heliocentric (b; Moderate; Employee-Oriented Leaders; p. 390) 22. The graphic portrayal of a two-dimensional view of leadership style by Blake and Mouton is known as the _____. a. least preferred co-worker scale b. leader-participation model c. utocratic-democratic continuum d. managerial grid e. matrix of discretion (d; Easy; Managerial Grid; p. 390) 23. According to the Managerial Grid, managers perform best using which of the following styles? a. 9,9 b. consideration c. contingency d. development-oriented e. rigid (a; Moderate; Managerial Grid; p. 390) 24. According to Blake and Mouton, a leader with a 9,1 style can best be de scribed as a(n) ____ type of leader. a. visionary b. laissez-faire c. authority d. effusive e. contrasting (c; Moderate; Managerial Grid; p. 390) Contingency Theories: Fiedler Model and Situational Leadership Theory 5. All contingency theories are based on the idea that effective leadership performance depends on _____. a. the proper match between the leader’s style and the control the situation gives the leader b. selecting the right leadership style based on the level of the followers’ readiness c. using a leadership style that is appropriate to the situational conditions d. making use of the best path for the goal that is identified e. none of the above (c; Challenging; Contingency Models; p. 392) {AACSB: Analytic Skills} 26. Who proposed a contingency theory? a. Fiedler b. Surber c. Grey . Deickman e. Swartz (a; Easy; Fiedler Contingency Model; p. 392) 27. The first comprehensive contingency model for leadership was developed by _____. a. Hersey and Blanchard b. Bl ake and Mouton c. Fred Fiedler d. John Kotter e. Douglas Surber (c; Moderate; Fiedler Contingency Model; p. 392) 28. Which model represents the theory that effective group performance depends on the proper match between a leader’s style and the degree to which the situation gives control to the leader? a. Leader-Member Exchange Model b. Fiedler’s Contingency Model c. Hersey and Blanchard’s Situational Leadership Model d.Vroom and Yetton’s Leader-Participation Model e. none of the above (b; Moderate; Fiedler Contingency Model; p. 392) 29. Who developed the LPC (least preferred co-worker) questionnaire? a. Wachner b. Fiedler c. House d. Blake and Mouton e. Surber (b; Moderate; Least Preferred Coworker; p. 392) 30. In Fiedler’s model, if a respondent describes his or her least preferred co-worker in relatively positive terms, then the respondent is considered to be _____. a. relationship-oriented b. people-oriented c. consensus-building d. considerati on-focused e. unrealistic (a; Challenging; Least Preferred Coworker; p. 92) {AACSB: Analytic Skills} 31. If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as _____. a. overly critical b. task-oriented c. emotionally deficient d. insightful e. laissez-faire (b; Moderate; Least Preferred Coworker; p. 392) {AACSB: Analytic Skills} 32. Fiedler’s contingency model assumes that an individual’s leadership style is _____. a. changeable b. contingent c. situational d. fixed e. intangible (d; Moderate; Fiedler Contingency Model; p. 392) 33. Three situational criteria identified in the Fiedler model are _____. . job requirements, position power, and leadership ability b. charisma, influence, and leader-member relations c. leader-member relations, task structure, and position power d. task structure, leadership ability, and group conflict e. emotional intelligence, group orientation, and employee status ( c; Moderate; Fiedler’s Key Situational Factors; p. 393) {AACSB: Analytic Skills} 34. Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as _____. a. leader-member relations b. relationship orientation c. positional power d. employee-orientation . none of the above (a; Easy; Leader-Member Relations; p. 393) 35. The degree to which job assignments are procedurized is classified in the Fiedler model as _____. a. leader-member relations b. task orientation c. task structure d. initiating structure e. productivity oriented (c; Moderate; Task Structures; p. 393) 36. Fiedler’s theory predicts that an individual who is considered task oriented will be most effective when the situation is _____. a. moderately to highly favorable b. moderately favorable c. moderately to highly unfavorable d. very favorable or very unfavorable e. highly favorable d; Challenging; Matching Leaders and Situations; pp. 393-394) {AACSB: Analytic Skills} 37. Based on the contingency theory, if the leadership style does not match the situation, you should _____. a. change the leader to fit the situation b. change the situation to fit the leader c. accept this circumstance as unchangeable d. either a or b e. retrain the leader in a more appropriate style (d; Moderate; Matching Leaders and Situations; p. 394) {AACSB: Analytic Skills} 38. The reconceptualization of the contingency model by Garcia and Fiedler is called _____ theory. a. situational b. cognitive resource . evaluative d. leadership recognition e. cognitive dissonance (b; Moderate; Cognitive Resource Theory; p. 395) 39. Cognitive resource theory focuses on the role of ____ as a form of situational unfavorableness and how a leader’s intelligence and experience influence his or her reaction. a. stress b. task structure c. position power d. conflict e. resolution (a; Moderate; Cognitive Resource Theory; p. 395) 40. All of the following are findings of the cognitive resou rce theory except _____. a. low stress situations show a positive relationship between intellectual abilities and performance b. ow stress situations show a positive relationship between job experience and performance c. high stress situations show a negative relationship between intellectual abilities and performance d. high stress situations show a positive relationship between job experience and performance e. None of the above are findings of the theory. (b; Moderate; Cognitive Resource Theory; p. 395) {AACSB: Analytic Skills} 41. Hersey and Blanchard developed which of the following? a. situational leadership theory b. cognitive resource theory c. managerial grid model d. path-goal theory . cognitive orientation model (a; Moderate; Situational Leadership Theory; p. 395) 42. Hersey and Blanchard’s leadership theory differs from other leadership theories primarily because it _____. a. explores the role of the expectations of the leader for the follower b. focuses on the fo llowers c. holds that leadership style should be dependent on the situation d. is normative e. deals strictly and exclusively with contingencies (b; Challenging; Situational Leadership Theory; p. 395) {AACSB: Analytic Skills} 43. According to Hersey and Blanchard, readiness encompasses the _____. a. egree of confidence, trust, and respect members have in their leader b. amount of influence a leader has over variables such as hiring, firing, and salaries c. level of morale and satisfaction of the employees d. ability and willingness of the followers to accomplish a task e. all of the above (d; Moderate; Readiness; p. 396) {AACSB: Analytic Skills} 44. Hersey and Blanchard say that the laissez-faire leadership style should be used when employees are ____ to accomplish a task. a. unable and willing b. able and unwilling c. unable and unwilling d. able and willing e. none of the above d; Moderate; Situational Leadership Theory; p. 396) {AACSB: Analytic Skills} 45. What theory was develop ed by Robert House? a. cognitive resource model b. decision theory c. leader-member exchange theory d. path-goal theory e. situational leadership theory (d; Moderate; Path-Goal Theory; p. 396) 46. The leadership model that integrates the expectancy theory of motivation with the Ohio State leadership research is _____. a. path-goal b. contingency c. leader-participation d. leader-member exchange e. cognitive arousal (a; Challenging; Path-Goal Theory; p. 396) 47. What is the essence of the path-goal theory? . Successful leadership is achieved by selecting the right leadership style. b. Stress is a form of situational unfavorableness and a leader’s reaction to it depends on his or her intelligence and experience. c. Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader. d. Leaders establish a special relationship with a small group of their followers because of time pressures. e . The leader is responsible for providing followers with the information, support, or other resources necessary for them to do their jobs. e; Moderate; Path-Goal Theory; p. 397) {AACSB: Analytic Skills} 48. The leadership behaviors identified by the path-goal theory are _____. a. supportive, employee-oriented, laissez-faire, and participative b. achievement-oriented, supportive, humanistic, and directive c. participative, achievement-oriented, directive, and supportive d. directive, participative, supportive, and laissez-faire e. affective, cognitive, and behavioral (c; Challenging; Path-Goal Theory; p. 397) {AACSB: Analytic Skills} 49. Which path-goal leadership style leads to greater satisfaction when tasks are ambiguous or stressful? . directive b. supportive c. participative d. mixed e. reactive (a; Moderate; Path-Goal Theory; p. 397) {AACSB: Analytic Skills} 50. According to House, what leader is friendly and shows concern for the needs of followers? a. the achievement-oriented leader b. the directive leader c. the laissez-faire leader d. the participative leader e. the supportive leader (e; Easy; Path-Goal Theory; p. 397) 51. Which of the following is not an example of a prediction based on path-goal theory? a. Subordinates with an internal locus of control will be more satisfied with a directive style. b.Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. c. Supportive leadership results in high employee performance when performing structured tasks. d. Directive leadership is likely to be perceived as redundant by employees with a lot of experience. e. All of the above are examples of predictions based on path-goal theory. (a; Challenging; Path-Goal Theory Predictions; p. 398) {AACSB: Analytic Skills} Leader-Member Exchange (LMX) Theory 52. Which of the following theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates? . managerial grid b. lea der-member exchange c. path-goal d. expectancy e. contingency (b; Easy; Leader-Member Exchange Theory; p. 398) 53. According to LMX theory, which of the following is not true of those individuals who fall into the out-group? a. They receive a disproportionate amount of the leader’s attention. b. They have leader-follower relations based on formal authority interaction. c. They are less trusted. d. They receive fewer of the preferred rewards that the leader controls. e. All of the above statements are true. (a; Easy; Leader-Member Exchange Theory; p. 99) {AACSB: Analytic Skills} 54. According to LMX theory, a leader implicitly categorizes followers as â€Å"in† or â€Å"out† _____. a. after careful analysis b. on a temporary basis c. early in the interaction d. because of political pressure e. based on job requirements (c; Easy; Leader-Member Exchange Theory; p. 399) Decision Theory; Vroom and Yetton’s Leader-Participation Model 55. The leader-participatio n model was developed by _____. a. Hersey and Blanchard b. Fred Fiedler c. Blake and Mouton d. Vroom and Yetton e. Douglas and Surber (d; Moderate; Leadership-Participation Model; p. 400) 56.Vroom and Yetton’s leadership theory could also be described as a _____ theory. a. contingency b. decision c. behavioral d. trait e. cognitive dissonance (b; Moderate; Leadership-Participation Model; p. 400) 57. Criticism of Vroom and Yetton’s leader-participation model focus on ________. a. the model’s overall complexity b. the lack of research testing of the model c. the abstract nature of the model d. the model’s emphasis on follower commitment e. the model’s emphasis on time restrictions related to decision-making (a; Challenging; Criticism of Leadership-Participation Model; p. 400) TRUE/FALSEWhat Is Leadership? 58. Leadership and management are two terms that are often confused. (True; Easy; Management and Leadership; p. 385) 59. According to Kotter, manag ement focuses on coping with change; leadership focuses on coping with complexity. (False; Moderate; Management and Leadership; p. 385) 60. Leadership can be defined as the ability to influence a group towards the achievement of cohesiveness. (False; Moderate; Leadership; p. 385) 61. Holding a management position is an important step towards becoming a leader in an organization. (False; Moderate; Management and Leadership; p. 385) 62.Strong leadership is the primary element needed for optimum organizational effectiveness. (False; Moderate; Leadership; p. 385) Trait Theories 63. By the 1990s, numerous studies indicated that leaders differed from nonleaders only in ambition and self-confidence. (False; Challenging; Leadership; p. 386) 64. Research efforts at isolating leadership traits achieved a breakthrough, of sorts, when researchers began organizing traits around the Big Five personality framework. (True; Moderate; Big Five and Trait Theories; p. 386) 65. The Big Five personality framework revealed that traits are most useful as predictors of leadership emergence. True; Moderate; Big Five and Trait Theories; p. 386) Behavioral Theories 66. Trait research would provide a basis for selecting the â€Å"right† persons to assume formal positions requiring leadership. (True; Easy; Trait Theories; p. 389) 67. One assumption of the trait view of leadership is that leaders cannot be trained. (True; Moderate; Trait Theories; p. 389) 68. If behavioral theories of leadership are valid, selection of leaders should focus on length of experience an individual has obtained in the right situations. (False; Easy; Behavioral Theories; p. 389) 69.If behavioral theories of leadership are valid, we could have an infinite supply of effective leaders. (True; Challenging; Behavioral Theories; p. 389) 70. The most comprehensive and replicated of the behavioral theories resulted from research begun by Fred Fiedler. (False; Moderate; Ohio State Studies; p. 389) 71. The Ohio Stat e Studies involved research on only two dimensions – initiating structure and consideration. (True; Moderate; Ohio State Studies; p. 389) 72. A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates. (True; Easy; Initiating Structure; p. 389) 3. According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job. (False; Moderate; University of Michigan Studies; p. 390) 74. The University of Michigan studies found that production-oriented leaders were associated with higher group productivity than employee-oriented leaders. (False; Challenging; University of Michigan Studies; p. 390) 75. The managerial grid model of leadership uses a grid containing nine possible positions on each axis, representing 81 different positions in which a leader’s style may fall. True; Moderate; Managerial Grid; p . 390) 76. The managerial grid model holds that managers tend to perform best under a 9,9 management style. (True; Moderate; Managerial Grid; p. 390) 77. The managerial grid was developed by a team of researchers known as the Scandinavian Studies group. (False; Easy; Managerial Grid; p. 390) 78. The managerial grid helped promote the progress of leadership research by identifying the productivity results produced by each of 81 different leadership styles. (False; Challenging; Managerial Grid; p. 390) Contingency Theories: Fiedler Model and Situational Leadership Theory 79.The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader’s style and the degree to which a situation gives control to the leader. (True; Moderate; Fiedler Contingency Model; p. 392) 80. Fiedler’s contingency model is considered to be the first comprehensive contingency model for leadership. (True; Moderate; Fiedler Contingency Model; p. 392 ) 81. Contingency models of leadership suggest that there is no one best style of leadership. (True; Easy; Contingency Models; p. 392) 82. Fiedler believes that a key factor in leadership success is the follower’s preferences for co-worker types. False; Easy; Fiedler Contingency Model; p. 392) 83. Fiedler’s findings focused on results obtained from his pioneering use of the most preferred co-worker (MPC) questionnaire. (False; Easy; Least Preferred Coworker; p. 392) 84. In Fiedler’s approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented. (True; Moderate; Least Preferred Coworker; p. 392) 85. Fiedler’s theory is based on the assumption that leaders can’t change their styles to fit changing situations. (True; Moderate; Fiedler Contingency Model; p. 392) 86.Fiedler’s theory suggests that training is an effective tool to improve leader effectiveness. (False ; Moderate; Fiedler Contingency Model; p. 392) 87. Fiedler’s three situational factors include: leader-member relations, task structure, and stress. (False; Moderate; Fiedler’s Key Situational Factors; p. 393) 88. According to Fiedler, task structure is the degree to which the job assignments are procedurized. (True; Moderate; Task Structures; p. 393) 89. According to Fiedler, leader-member relations concern the degree to which a leader takes a personal interest in the needs of his or her employees and accepts individual differences among them. False; Challenging; Position Power; p. 393) 90. According to Fiedler’s contingency model, task-oriented leaders are most effective in situations of high or low control. (True; Moderate; Matching Leaders and Situations; pp. 393-394) 91. Fiedler assumes that we should concentrate on changing situations to suit the leaders or changing the leaders to fit the situation. (True; Moderate; Matching Leaders and Situations; p. 394) 92. Taken as a whole, tests of the overall validity of the Fiedler model tend to support substantial parts of the model. (True; Moderate; Fiedler Contingency Model; p. 394) 93.One criticism of the Fiedler model concerns the fact that the logic underlying the model’s questionnaire is not well understood. (True; Moderate; Problems with Fiedler Contingency Model; p. 395) 94. Studies regarding the Fiedler model have shown that respondents’ questionnaire scores tend to be relatively stable. (False; Moderate; Problems with Fiedler Contingency Model; p. 395) 95. One advantage of the Fiedler model is that its contingency variables are simple and easy to assess. (False; Moderate; Problems with Fiedler Contingency Model; p. 395) 96. The essence of cognitive resource theory is that stress is the enemy of rationality. True; Moderate; Cognitive Resource Theory; p. 395) 97. Cognitive resource theory predicts that in low-stress situations, bright individuals perform better in the le adership role than their less intelligent counterparts. (True; Moderate; Cognitive Resource Theory; p. 395) 98. Cognitive resource theory predicts that in high-stress situations, more experienced individuals perform better than do less experienced people. (True; Moderate; Cognitive Resource Theory; p. 395) 99. Under the cognitive resource theory, experience is generally a strong predictor of leadership effectiveness. False; Easy; Cognitive Resource Theory; p. 395) 100. Hersey and Blanchard argue that the correct leadership style is contingent on the level of the follower’s readiness. (True; Easy; Situational Leadership Theory; p. 395) 101. Situational leadership theory essentially views the leader-follower relationship as analogous to that between a parent and child. (True; Easy; Situational Leadership Theory; p. 396) 102. Situational leadership theory has been well validated by research but not well received by practitioners because there are so many factors to examine. (Fal se; Moderate; Situational Leadership Theory; p. 96) 103. SLT is an example of a trait theory. (False; Easy; Situational Leadership Theory; pp. 395-396) 104. The path-goal model of leadership integrates the expectancy model of motivation with key elements of the Ohio State Studies. (True; Moderate; Path-Goal Theory; p. 396) 105. Path-goal theory assumes leaders are flexible and can display different leadership behavior depending on the situation. (True; Moderate; Path-Goal Theory; p. 397) 106. A hypothesis that has evolved out of path-goal theory is that directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. True; Moderate; Path-Goal Theory Predictions; p. 398) Leader-Member Exchange (LMX) Theory 107. In the leader-member exchange theory, leaders don’t treat all of their subordinates alike. (True; Moderate; Leader-Member Exchange Theory; p. 397) 108. According to LMX theory, out-group members get more of the leader’s time, but in a neg ative manner. (False; Moderate; Leader-Member Exchange Theory; p. 397) 109. In the leader-member exchange theory, leaders establish a special relationship with a small group of employees called the â€Å"supportive followers. † (False; Moderate; Leader-Member Exchange Theory; p. 397) 110.Research testing of LMX theory has been generally supportive. (True, Moderate, Evaluation of Leader-Member Exchange Theory; p. 398) Decision Theory; Vroom and Yetton’s Leader-Participation Model 111. The leader-participation model provides a set of rules that leaders can use to determine the appropriate leadership behavior for a given task structure. (True; Moderate; Leadership-Participation Model; p. 400) 112. The complexity of the leadership-participation model enables leaders to apply it realistically when they are assessing decision-making situations. (False; Challenging; Criticism of Leadership-Participation Model; p. 00) SCENARIO-BASED QUESTIONS Application of Trait Theories Your company’s HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extroverted manager with a great deal of ambition and energy. Furthermore, the president of the company is preparing to retire, and the HR director is searching for her replacement. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. 13. You explain that research efforts at isolating leadership traits have ________. a. identified six leadership traits that predict leadership b. been supportive of the Big Five leadership traits predicting leadership c. shown that conscientiousness does not help much in predicting leadership d. identified emotional stability as the most strongly related trait to leader emergence e. been more focused on developing contingency theories and replacing trait theories (b; Easy; Big Five and Trait Theories; p. 386) {AACSB: Analytic Skills} 114.When selecting individuals for leadership positions, trait theory suggests that which of the following is least helpful for identifying leaders? a. extraversion b. conscientiousness c. openness to experience d. agreeableness e. ambition (d; Moderate; Big Five and Trait Theories; p. 387) {AACSB: Analytic Skills} 115. You advise the director to prioritize which of the following when looking for appropriate candidates for the president’s replacement? a. goal-orientation b. analytical capacity c. emotional intelligence d. emotional stability e. training (c; Moderate; Emotional Intelligence and Trait Theories; p. 387) {AACSB: Analytic Skills} 16. The director believes that because of these innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against this decision because ________. a. research has identified emotiona l stability as the strongest predictor of leadership effectiveness b. studies have found that the Big Five traits are difficult to identify in leaders c. studies have shown that traits are poor predictors of leadership effectiveness d. research has found that conscientiousness is a better predictor of effectiveness than extraversion e. esearch has shown that effective managers are often unlikely to become effective leaders (c; Moderate; Trait Theories; p. 388) {AACSB: Analytic Skills} Application of Trait and Behavioral Theories You are the CEO of an engineering design firm that has several departments, each specializing in the design of different products. You have noticed a great deal of difference between the styles of the various department directors. You also see a big difference in the morale, employee satisfaction levels, and effectiveness (productivity) levels of the departments.One of your goals as CEO is to maximize productivity across all departments. 117. As you look at the difference between the department directors, you notice that some are more charismatic and enthusiastic than others. In identifying this difference, you are looking at the directors’ _____. a. behaviors b. traits c. personalities d. attitudes e. all of the above (b; Easy; Traits; p. 386) {AACSB: Analytic Skills} 118. Some of the departmental directors spend more time training and helping their employees, while other spend more time on the technical issues that arise in the development process.According to the categories used in the University of Michigan studies, the directors can be described as ________. a. oriented toward initiating structure vs. oriented toward consideration b. employee-oriented vs. production-oriented c. training-oriented vs. development-oriented d. assistance-oriented vs. growth-oriented e. authority-type leaders vs. laissez faire-type leaders (b; Moderate; University of Michigan Studies; p. 390) {AACSB: Analytic Skills} 119. Based on the results of the University of Michigan studies, which directors most likely have departments with higher productivity and job satisfaction? . the employee-oriented leaders b. the production-oriented leaders c. the consideration-oriented leaders d. the development-oriented leaders e. the task-oriented leaders (a; Moderate; Employee-Oriented Leaders; p. 390) {AACSB: Analytic Skills} 120. Of all the departments, Gerard’s department has the greatest production output. His employees seem most satisfied with his leadership as well. You categorize the behavioral styles of each department director using the managerial grid. According to the work of Blake and Mouton, who developed the grid, which of the following is most likely to reflect Gerard’s score on he grid? a. 8,8 b. 5,5 c. 1,7 d. 7,1 e. 1,1 (a; Moderate; Managerial Grid; p. 390) {AACSB: Analytic Skills} 121. It can be inferred that the poorest performing director is most likely to receive which of the following scores on the mana gerial grid? a. 9,9 b. 1,9 c. 9,1 d. 5,5 e. 1,1 (e; Challenging; Managerial Grid; p. 390) {AACSB: Analytic Skills} Application of Fiedler’s Contingency Theory You have decided to use Fiedler’s LPC questionnaire to help your employees learn more about their leadership styles. Each of your employees has filled out and scored the instrument.It is your job to try to explain to them how to use the survey information. 122. According to Fiedler’s approach, your employees should assume which of the following about the leadership styles determined through using the survey? a. Each person’s style is essentially fixed. b. Each person can use the information to change his/her style to a more productive style. c. Task-oriented leaders will not perform as well as relationship-oriented leaders in situations that are very unfavorable. d. Task-oriented leaders will perform better than relationship-oriented leaders in moderately favorable situations. . Each person’s style will change in accordance with the situation at hand. (a; Moderate; Fiedler Contingency Model; p. 392) {AACSB: Analytic Skills} 123. Fran completes the LPC questionnaire and finds that she described her least preferred co-worker in relatively positive terms. She is surprised by this finding because she recalls being particularly annoyed by this difficult co-worker. Based on your understanding of Fiedler’s model, you explain to Fran that her LPC score makes sense within the model because ________. a. Fran tends to become very dominating when given ambiguous tasks b.Fran is usually much more focused on productivity than on developing relationships c. Fran tends in general to focus on building good relationships with the other employees at your company d. Fran has a spotty work history and has tended to switch jobs every couple of years e. Fran is usually chosen for positions of high responsibility within your organization (c; Challenging; Least Preferred Coworker; p. 392 ) {AACSB: Analytic Skills} 124. In utilizing Fiedler’s contingency model, which of the following contingency dimensions should your employees pay attention to? a. leader-member relations b. ask structure c. position power d. All of the above are important dimensions in this model. e. None of the above are important dimensions in this model. (d; Moderate; Fiedler’s Key Situational Factors; p. 393) {AACSB: Analytic Skills} 125. The Fiedler model proposes ________. a. changing the leader b. changing the situation c. matching leaders and situations d. changing the employees e. training the leader to match each situation (c; Easy; Matching Leaders and Situations; p. 394) {AACSB: Analytic Skills} Application of Various Theories Your boss has been reading several books on leadership. You notice that every ew months he is spouting a different approach and philosophy. You have been trying to keep up with him and figure out which â€Å"leadership theory of the month† he i s studying. 126. Suddenly your boss begins sending people to training to help them develop more effective leadership styles. It is clear that he is reading an author who supports _____. a. trait theories b. behavioral theories c. Fiedler’s contingency model d. the reflection effect e. none of the above (b; Easy; Behavioral Theories; p. 389) {AACSB: Analytic Skills} 127. You have noticed that your boss is often asking you what types of peers you least like to work with.You suspect that he is trying to covertly determine your leadership style according to _____. a. Hersey and Blanchard b. Vroom and Yetton c. Fiedler d. Sondak e. none of the above (c; Easy; Fiedler Contingency Model; p. 392) {AACSB: Analytic Skills} 128. This month your boss seems less concerned about his leaders than he is about the people who work for them and whether these employees are willing and able to perform particular tasks. Your boss is most likely reading _____. a. Hersey and Blanchard b. Vroom and Y etton c. Fiedler d. Christos e. Fiedler and Garcia (a; Easy, Situational Leadership Theory; p. 95) {AACSB: Analytic Skills} 129. Now your boss seems to be trying to analyze each leader according to which employees they interact with most and least, and which employees they rate highest and lowest. You suspect that he is reading about which of the following models? a. SLT b. LMX c. LPC d. PGT e. SNFU (b; Moderate; Leader-Member Exchange Theory; p. 398) {AACSB: Analytic Skills} Application of Leader-Member Exchange (LMX) Theory As you have observed your department manager and her interactions with the department’s employees, you have come to believe in LMX theory.Sarah and Joe get less of the manager’s time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager’s attention and is more likely t o receive special privileges. 130. According to LMX theory, the in-group is likely to be comprised of _____. a. Rebecca and Jennifer only b. Jennifer only c. Rebecca only d. John, Rebecca, and Jennifer only e. Sarah, Joe, Sally, and John only (a; Moderate; In-Group; pp. 398-399) {AACSB: Analytic Skills} 31. According to LMX theory, which of the following employees is likely to be included in the out-group? a. Rebecca only b. Jennifer only c. Sarah and Jennifer only d. Sarah and Joe only e. Sarah, Joe, Sally, and John only (c; Easy; Out-Group; p. 399) {AACSB: Analytic Skills} 132. When you look at this department’s performance evaluations, you expect to find that _____. a. Rebecca and Jennifer have high ratings b. Rebecca, John, and Jennifer have high ratings c. Rebecca and Jennifer have high ratings, John has moderate ratings, and the rest of the employees have low ratings d.John has received more promotions than any of the other employees e. Rebecca and John compete with eac h other for the highest ratings (a; Moderate; In-Group; p. 399) {AACSB: Analytic Skills} 133. The manager of this particular department is very goal-oriented in his leadership style. Which of the following employees is also likely to be very goal-oriented? a. Sarah b. Jennifer c. Joe d. Sally e. John (b; Moderate; In-Group; p. 399) {AACSB: Analytic Skills} SHORT DISCUSSION QUESTIONS 134. What is the difference between leadership and management? Leadership is defined as the ability to influence a group toward the achievement of goals.Leadership is about coping with change, management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against plans. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems. (Easy; Management and Leadership; p. 385) {AACSB: Analyti c Skills} 135. What â€Å"breakthrough† resulted in consistent and strong support for traits as predictors of leadership?When researchers began organizing traits around the Big Five personality framework, it became clear that most of the dozens of traits that emerged in various leadership reviews could be subsumed under one of the Big Five. This approach resulted in consistent and strong support for traits as predictors of leadership emergence. (Easy; Leadership; p. 385) {AACSB: Analytic Skills} 136. What are the implications of the behavioral theories of leadership? If trait research had been successful, it would have provided a basis for selecting the â€Å"right† persons to assume formal positions in groups and organizations requiring leadership.In contrast, if behavioral studies were to turn up critical behavioral determinants of leadership, we could train people to be leaders. The difference between trait and behavioral theories, in terms of application, lies in t heir underlying assumptions. If trait theories were valid, then leaders are born rather than made. On the other hand, if there were specific behaviors that identified leaders, then we could teach leadership – we could design programs that implanted these behavioral patterns in individuals who desired to be effective leaders. Moderate; Implications of Behavioral Theories; p. 389) {AACSB: Analytic Skills} 137. Identify and explain the two dimensions of leadership described in the Ohio State studies. The Ohio State studies proposed that two categories accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consideration. a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. ) Consideration is described as the extent to which a person is likely to have job relationships that are characterized b y mutual trust, respect for employees’ ideas, and regard for their feelings. (Easy; Ohio State Studies; p. 389) {AACSB: Analytic Skills} 138. Explain the components of Blake and Mouton’s managerial grid. Blake and Mouton proposed a managerial grid based on the styles of concern for people and concern for production. This grid shows the dominating factors in a leader’s thinking in regard to getting results. Managers were found to perform best under a 9,9 style.The dimensions represent the Ohio State dimensions of consideration and initiating structure and the Michigan dimensions of employee oriented and production oriented. (Easy; Managerial Grid; p. 390) {AACSB: Analytic Skills} 139. How was cognitive resource theory developed, and what are its main findings? Fiedler and Joe Garcia re-conceptualized Fiedler’s contingency model. They focused on the role of stress as a form of situational unfavorableness and how a leader’s intelligence and experience influence his or her reaction to stress. The essence of the theory is that stress is the enemy of rationality.Fiedler and Garcia found that a leader’s intellectual abilities correlate positively with performance under low stress but negatively under high stress. According to the theory, it’s the level of stress in the situation that determines whether an individual’s intelligence and experience will contribute to leadership performance. (Moderate; Cognitive Resource Theory; p. 395) {AACSB: Analytic Skills} 140. Describe LMX theory and identify its main beliefs. This theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers.These individuals make up the in-group – they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leader’s time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on formal authority interactions. The leader implicitly categorizes the follower as an â€Å"in† or â€Å"out† and that relationship is relatively stable over time. (Moderate; Leader-Member Exchange Theory; pp. 398-399) {AACSB: Analytic Skills} 141. Describe the leader-participation model.Victor Vroom and Phillip Yetton developed a model that related leadership behavior and participation in decision making. Recognizing that task structures have varying demands for routine and non-routine activities, these researchers argued that leader behavior must adjust to reflect the task structure. The model was normative – it provided a sequential set of rules that should be followed in determining the form and amount of participation in decision making, as determined by different types of situations. The model was a decision tree incorporating seven contingencies and five alternative lea dership styles. Easy; Leadership-Participation Model; p. 400) {AACSB: Analytic Skills} MEDIUM LENGTH DISCUSSION QUESTIONS 142. Explain the principles of Hersey and Blanchard’s situational leadership theory. Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which they argue is contingent on the level of the followers’ readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders.Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get t he follower to â€Å"buy into† the leader’s desires; if followers are able and unwilling, the leader needs to use a supportive and participative style; and if the employee is both able and willing, the leader doesn’t need to do much. Moderate; Situational Leadership Theory; pp. 395-396) {AACSB: Analytic Skills} 143. What are the predictions of path-goal theory? Path-goal theory made several predictions: a) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. b) Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. c) Directive leadership is likely to be perceived as redundant among employees with high perceived ability or with considerable experience. ) Employees with an internal locus of control will be more satisfied with a participative style. e) Achievement-oriented leadership will increase employee s’ expectancies that effort will lead to high performance when tasks are ambiguously structured. (Moderate; Path-Goal Theory Predictions; p. 398) {AACSB: Analytic Skills} 144. Summarize the leader-member exchange theory. The leader-member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers.These individuals make up the in-group—they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leader’s time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on formal authority interactions. The theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an â€Å"in† or an â€Å"out† and that relations hip is relatively stable over time.The theory and research surrounding it provide substantive evidence that leaders do differentiate among followers; that these disparities are far from random; and that followers with in-group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out-group. These positive findings for in-group members are consistent with our knowledge of the self-fulfilling prophesy. (Moderate; Leader-Member Exchange Theory; pp. 98-399) {AACSB: Analytic Skills} COMPREHENSIVE ESSAYS 145. Explain Fiedler’s contingency model. In your discussion, describe the role of the LPC (least preferred coworker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model. Fred Fiedler developed the first comprehensive contingency model for leadership. This model proposes that effective group performance depends upon the proper match between the leader’s style and the degree to which the situation gives control to the leader.The least preferred co-worker (LPC) questionnaire is used to determine what the leader’s basic style is. Sixteen contrasting adjectives are used to ask respondents to describe their least-preferred co-worker. If the least preferred co-worker is described in relatively positive terms (a high LPC score), then the respondent is primarily interested in good personal relations with this co-worker. This person is considered relationship oriented. If the least preferred co-worker is primarily interested in productivity, they would be labeled task oriented.Fiedler assumes that an individual’s leadership style is fixed. Fiedler identified three contingency dimensions that define the key situational factors that determine leadership effectiveness. a) Leader-member relations are the degree of confidence, trust, and respect members have in their leader. b) Tas k structure is the degree to which the job assignments are procedurized. c) Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.The better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control the leader has. With knowledge of an individual’s LPC and an assessment of the three contingency variables, Fiedler proposes matching them up to achieve maximum leadership effectiveness. Task-oriented leaders tend to perform better in situations that were very favorable to them and in situations that were very unfavorable. Relationship oriented leaders perform better in moderately favorable situations.Fiedler has suggested recently that task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. There are two ways to improve leader effect iveness. You can change the leader to fit the situation. The second alternative would be to change the situation to fit the leader. This could be done by restructuring tasks or increasing or decreasing the power that the leader has to control factors such as salary increases, promotions, and disciplinary actions. (Challenging; Fiedler Contingency Model; pp. 92- 394) {AACSB: Analytic Skills} 146. Compare and contrast Hersey and Blanchard’s situational leadership theory with House’s path-goal theory. Hersey and Blanchard’s situation leadership theory is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers’ readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders.The term readiness refers to the extent to which people ha ve the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get the follower to â€Å"buy into† the leader’s desires; if followers are able and unwilling, the leader needs to use a supportive and articipative style; and if the employee is both able and willing, the leader doesn’t need to do much. Path-goal theory was developed by Robert House. The essence of the theory is that it’s the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.The term path-goal is derived from the belief that effective le aders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors. The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers.The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation. (Challenging; Situational Leadership Theory and Path-Goal Theory; pp. 395-396) {AACSB: Analytic Skills}

Business Law Research Paper Example | Topics and Well Written Essays - 1500 words

Business Law - Research Paper Example The best answer for this question is found in the Massachusetts Constitution, which states that all people must have equal dignity, and rights, which means that it does not allow development of second-class citizens. However, the Commonwealth and the Department of Public Health denies civil marriage of same-sex couples. Therefore, the ultimate aim of this context is to outline the case that was held at Supreme Judicial Court of Massachusetts concerning same-sex marriage (Kiritsy 12). The paper also argues and supports the majority opinion, which represents judicial activism. Supreme Judicial Court of Massachusetts, Suffolk, November 18, 2003 On November 18 2003, there was a case filed by same-sex couples who alleged that they were deprived their rights to acquire a marriage license by the department and Commissioner of Public Health. The couple claimed that the department policy and observation refused to give them the marriage license, which was violation of several stipulations of State Constitution. The case was very complicated and to make judgment was a big dilemma (Vermont Public Radio 43). The superior court department had a cross-motion for judgment and eventually Thomas E. Connolly, J., summarized the case for Department but the plaintiffs appealed. The Supreme Court granted the requests of the parties for direct appellate evaluation and the ultimate opinion by Marshall, C.J, was that: The decree of marriage license were not vulnerable of interpretation therefore, same sex couples qualified to obtain marriage license As a matter of initial reaction, snagging of benefits, protections and compulsion of opposite sexes needed rational foundation and infringed state constitutional equal protection rights. The judgment by the Supreme Court was controversial in a way that some prominent people concurred with it while others differed. Greaney, J., was one of the few people who concurred with it while majority differed. For instance, Spina, J. disagreed with th e judgment and was joined by Cordy, JJ. Sosman also opposed it and was joined by Cordy and Spina while Cordy disputed against the issue of marriage in the case (Foderaro 161). Therefore, since the people who dissented with the judgment represented the judicial activism, it is clear that the activism were the majority in the case. In other words, majority of the people were against the issue of same-sex marriage licensing among them being the Commonwealth and Department of Public Health. In order to understand why majority of opinion represented judicial activism, it is important to understand the aspect of marriage. The Marriage Issue The decree of marriage licensing is both a public records and gatekeeping decree, which lays down minimum requirements for acquiring a marriage license and guides town and city clerks, the department of public health and the registrar to remain and maintain some crucial records of civil marriages. M.G.L.A. c. 207,  §Ã‚ § 19, 20. If the Department of Public Health and Commonwealth were against same-sex marriage and they are the same people who are issued with the qualifications of marriage license, then it means that the judgment was indeed wrong (Katie 111). The judgment was based on the Massachusetts constitution, which supports same-sex marriage, but it

Leading and managing remotely Essay Example | Topics and Well Written Essays - 3000 words

Leading and managing remotely - Essay Example With an increasing globalization drive that leads the nature of business culture towards an integrated system linking every part of the world, absence of a centralized global social and cultural information resource for business stifles optimal CSR experiences. Fortunately, the huge gap that exists in terms of the presentation of the cultural and social environment database that globalization needs is within reach, if the appropriate compilation suffices. Using a fair representation of global business information collected by a team of researchers, the following project debrief explains how the database construction proceeds amid the virtual management challenges after dispatch to various locations in the world (Majchrzak Malhotra and Rosen 2007, p62). Purpose of the Project The main aim of this project is to characterize various cultures and social settings that the global business fraternity must orientate to, in order to achieve the ever-increasing demand for a standardized corpor ate social responsible experience. ... This project will integrate vital national and regional sociocultural environments across the five continents to supplement the scanty information available from different sources. Support and assistance from a number of multinationals is expected and the project funding and technical assistance promised increases success projections for this task. Some of the interested multinationals include Amazon, E-Bay UK and Vodafone UK. Team Expertise and Experience The team carrying out the project for the creation of the CSR demands database will be constituted of senior sociology students picked from three universities. Main concept of overseas corporate space coverage implies that the vital target for the project will be outsourced from foreign students from the other four continents. British students from our campus will be engaged for the characterization of Europe CSR while foreign students recruited will cover their home countries and their regional corporate culture as required for th e project. The team overseeing the project has been in existence for a while, covering similar geographical coverage tasks on different topics. However, the lack of sufficient representation for complete global characterization in terms of the project demands compelled involvement of foreign students from two other universities. The success of this task is projected from the experience gained in the previous projects, for instance in a project that covered the estimations of social impact of aid on education against other forms of aid in Africa and Asia. Social interaction with communities supplied with aid not related to education shows that the definition of the specific needs of these communities is possible if a similar approach is employed. Education qualification for

Spanish vs. English colonization of America Essay - 1

Spanish vs. English colonization of America - Essay Example Spanish conquest and colonization. There were millions of people living in the Americas when Christopher Columbus arrived in 1492. In the following centuries the population of the Native Americans decreased steadily (Brading 48). The writings of the Dominican friar Bartolomà © de Las Casas vividly depict atrocities committed on the natives by the Spanish conquistadors. â€Å"It was a general rule among Spaniards to be cruel; not just cruel, but extraordinarily cruel so that harsh and bitter treatment would prevent Indians from daring to think of themselves as human beings or hav-ing a minute to think at all.† (Las Casas 70). At the same time, the Spanish rulers in America were unhappy at the high mortality rate of the natives, since they wanted to exploit the Indians laborers. The Spaniards were committed to converting their American subjects to Christianity, often by force. However, as Cook mentions (94), â€Å"American groups simply blended Catholicism with their traditional beliefs, which could not have been regarded as a success†. Nowadays, among many scholars it is believed that epidemic disease was the main cause of the population decline — the figure of 80% is mentioned related to those who may have died due to European diseases, such as chicken-pox and measles (Cook 94, 212).

Analyze a Piece of Music from a Concert Hall Essay

Analyze a Piece of Music from a Concert Hall - Essay Example Several times through the rendition observed the major key D exudes positivity and the desire to simply lean back and enjoy is overwhelming. There is a full orchestra accompanying the verbal portion of this particular piece which is reminiscent of the full sound that can be seen in Claude Debussy’s La Mer. While relaxing La Mer had more significant changes in its harmonic rhythm than did Ave Verum Corpes. There was no unresolved dissonance within the recitation itself. As I believe Leonard Bernstein is one of the pre-eminent conductors of our time a small amount of bias may in fact exist from my viewpoint. This rendition was completed and recorded in 1990 and is grainy yet beautiful. Ave Verum Corpes was composed by Wolfgang Amadeus Mozart and reflects his rendition of the Eucharist hymn with the same title; this hymn dates from the 14th century and is frequently used during the Benediction of Blessed Sacrament. This particular hymn is attributed originally to Pope Innocent VI dating approximately 1362. In 1791 Wolfgang Amadeus Mozart wrote his rendition for a friend Anton Stoll and it was used to celebrate the feast of Corpus Christi. (Ave Verum Corpus 1) With a small 46 bars of music this particular piece serves to introduce transition and end the piece. ... When he was born in 1756 his given name was, Johannes Chrysostomus Wolfgangus Theophilus Mozart. He personally preferred Wolfgang Amede Mozart to the given name and the name he is known by today. The middle name spelled in that manner reflected his appreciation of French culture and language. Mozart never attended a formal educational facility to advance his abilities. (Mozarts life 1) When I listen to the piece I feel as though the very sky is around me, I feel relaxed, and as if I am floating on the clouds. I am also immediately transported to the past and religious services attended. I see robes, crosses, sunlight and clouds. This is a piece that is easy to enjoy and I am no exception to those who enjoy it. It is short, however, even in its relative shortness it is complete and lends itself to the easy listening sometimes required to relax. I enjoyed this piece simply because it allowed me to feel as though I was in another place if only for a few short minutes. By closing oneâ₠¬â„¢s eyes the full quality and beauty of the piece is made readily apparent. With the vibrant crescendo of sound from the full accompaniment in the background it is easy to find myself slipping from the now into the warmth and comfort provided by my imagination. Additional repetitions listening to the piece from a variety of composers lends credence to the idea that a well written musical number is hard to play or perform poorly. One of the more easily enjoyed renditions was the poorly recorded rendition performed by Diana-Marina Fisher in 2008. This particular rendition brought forth a variety of tonal qualities and did nothing to hinder personal enjoyment, in fact

Lesuire and tourism operation management Essay Example | Topics and Well Written Essays - 2500 words

Lesuire and tourism operation management - Essay Example over rates’ impact on guest satisfaction within the hospitality industry (with the focus on hotels), prove the writer’s hypothesis that high turnover is detrimental resulting in negative consequences, and that a culture of high turnover does exist and is accepted in the industry. Another aim was to prove that the hypothesis of acceptance of this culture leads to devastating consequences and that high turnover must be prevented, minimized, and managed. In order to meet the aims of the study, it was necessary to examine the causes and nature of turnover, whether it is considered to be bad or if it is considered to be good and necessary in the operation of companies. Existing arguments were examined as some believe that high turnover is desired in the hospitality industry yet some do not believe it to be a positive thing. Another argument included turnover as a culture for the industry. Interviews from hotels/resorts owners and managers were used to provide which proved the writer’s hypotheses and aims. Turnover is when employees stay only for a short time before moving on or becoming dismissed for one reason or another. (D’Announzio-Green, Maxwell, & Watson 2002, quote Barron and Maxwell, 1993, p. 5). â€Å"Turnover is the result of both quits and layoffs.   Thus, some turnover is a result of jobs in one firm being destroyed and jobs in another firm being created  Ã¢â‚¬â€ and hence due to the reallocation of jobs across the economy in response to changes in product demand.   A majority of job changes, however, are because workers reshuffle across the same set of jobs, and this worker reallocation occurs over and above job reallocation,† as written by Lane (2000). Some hospitality industry sources report that turnover rate is between 100 and 150 percent each year. This causes poor attitude amongst staff and affects the quality of service and care that is given to the customers. (Crabtree, 2005.) It is usually considered to be a bad thing; however,

Assignment Example | Topics and Well Written Essays - 250 words - 371

Assignment Example A civil wrong referred to as a tort. In cases where the damage caused was not intentional, this is what is called unintentional tort. Negligence is the most common type of unintentional tort (Lesson 8). Unintentional tort does not require the victim to show proof of intent from the actor. Sovereign immunity is a judicial doctrine that protects government agencies from liability (Lesson 8). The Texas Tort Claims is there to protect school districts from liability resulting from any case that might arise, except those that result from the school or its staff being negligent (Walsh, Kemerer and Maniotis, 2010). Example: in countries ruled by monarchies, the concept of sovereign immunity applies because the king or the queen are said not to do any wrong. In the case on Barr v. Bernhard the court ruled that the school known as Kerrville ISD was not liable for the damage caused when a barn roof collapsed on a student (Lesson 8). This case is significant because it serves as an example, for students and parents who may decide to sue schools which are usually immune to such liabilities (Lesson 8). Wood v. Strickland serves as an example for other. One, the school officials’ immunity was dependent on if the officials had acted sincerely without malicious intent to deprive students of their rights (Lesson 8). Secondly, if they knew their actions violated the constitutional rights. The case shows the key grounds for students to sue if their due process rights get violated. The coach is still liable because using the defense that there was assumption of risk does not relieve him from negligence (Lesson 8). Foreseeability is an important aspect in liability cases such as the negligence cases (Lesson 8). If a teacher fails to foresee that a student may be harmed and the teacher does act in a prudent manner, they are liable for

Operation Managment case study Example | Topics and Well Written Essays - 3250 words

Operation Managment - Case Study Example In deed Lee (1) points out that the key differentiator between poor performing and high performing companies is the ability to increase inventory turns. Inventory management can be a daunting task for a mass retailing business with hundreds of products coming from a wide array of suppliers. Such a challenge can be even greater when the suppliers are located in different echelons of the organisation’s distribution network. Usually, most retail chains often use central distribution centres which source products from the suppliers and distribute them to the retail stores. Though this proves effective in most cases, if not well managed and executed, it may result to excess inventory in terms of redundant safety stock, stock outs, and product allocations that are not optimal (Lee 2). This paper analyses LuLu’s hypermarket’s inventory management to identify a weakness and propose a re-engineered improved operation. LuLu Group operates some of the biggest and well performing hypermarkets, Lulu Express and shopping malls in the United Arabs Emirates and in other cities within the Gulf region (Retail Business Review 1). The hypermarkets which are the retailing division of EMKE Group, a multinational company dealing in a wide array of sectors, prides itself in providing high quality consumer merchandise across the Gulf region through its 103 stores. Like any other mass merchandising store, LuLu hypermarkets offers a wide array of consumer goods and services under one roof (LuLu Hypermarkets 1; Hemalatha and Sivakumar 52). LuLu hypermarkets deal in a wide array of products ranging from grocery products, apparel products, baby products, cleaning products, beverages, health and beauty aids, electronic products, pet supplies, seasonal merchandise, home furnishings and home decor, kitchen appliances, tools and power equipment, office supplies, outdoor living, gardening products, as well as footwear. All these products are from a wide array of brands, in different

Identify a unifying theme using three short stories from the selection Term Paper - 1

Identify a unifying theme using three short stories from the selection of short stories - Term Paper Example The conflict is too much that it forces the Sister to move from the house to the post office (Negri 96-103). â€Å"The Blood-Burning Moon,† is a story authored by Jean Toomer. Revolve around Louisa who has two lovers; Tom Burwell and Bob Stone. Tom Burwell is a black while Bob Stone is a white. Bob has more time with Louisa, while Tom has less time since he spends more time in the fields. Both lovers have not been able to express their feelings to Louisa. In this story, a black woman is viewed as a sex object. In addition there is strong racism theme that tries to show the conflict between the blacks and the whites. The story is a tragic love story because it ends up with Tom being lynched by the mob (Negri 262-274). â€Å"The Life You Save May Be Your Own,† is a story written by Flannery O’Connor. The story has three main characters; Shiftlet, Lucynell and her deaf and dumb daughter Lucynell. All the characters believe that they can have a symbiotic relationship, where one can benefit from the other. Shiftlet is a 26-year old young man who has never settled in life. The young man arrives at the Lucynell’s farm as a carpenter and he is interested in Lucynell’s motor car. On the other hand, Lucynell sees a husband for his deaf and dumb daughter. Later after Lucynell supports Shiftlet in the wedding plans, Mr. Shiftlet is not interested in Lucynell’s union (Negri 455-464). In this paper I want to focus on three short stories and identify the unifying theme in the three stories, â€Å"The Life You Save May Be Your Own,†, â€Å"The Blood-Burning Moon’† and â€Å"Why I Live at the P.O., â€Å". I also seek to identify some literary devices that are common in all the three stories. The stories have many unifying themes but one of the most outstanding theme in all the three stories is the love, romance and friendship theme. Though the three stories have different ending, the three stories