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Esmerelda, who is currently employed at Hotel Management Partners, is looking for a new job.

1.Esmerelda, who is currently employed at Hotel Management Partners, is looking for a new job. In the process of doing so, she comes across the website of Lucrative Property Rentals and finds that the values and culture of this other company match with her own personal values. She also learns about the various activities that take place at Lucrative Property Rentals on a yearly basis and the company's various achievements. From this example, it is clear that Esmerelda is in the _____ stage of the socialization process with regard to Lucrative Property Rentals.






2.Which of the following examples illustrates a client structure?

Ayden's Printing has 18 employees that all report to Ayden.

Motor Monster has a pistons division, a manifold division, and a gasket division.

Stone Farms has a restaurant division, a supermarket division, and a festival division.

BG Limited has a Pacific Northwest division, a Midwest division, and a Northeast Division.

Lighting Landing has a marketing department, a lending department, and a warranty department.

3.Martin started in the mail room at his company and worked his way up to a management position within a few years. For the first six months as manager of the sales department, he reflexively adopted a fairly autocratic style of leadership. The department did well enough, with good sales numbers and a middling level of employee commitment. During his paid vacation, Martin participated in a three-week transformational leadership retreat offered by the corporate headquarters. Tara and Kentaro are two of Martin's employees. They are having lunch two months after Martin's retreat and are discussing his leadership. What do you think they most likely observe about the effect of Martin's new leadership style on the atmosphere in the office?

Kentaro remarks that, if anything, the seminar had had a somewhat negative effect, as Martin is now expecting them to problem-solve on their own, rather than telling them what to do.

They discuss how everyone in the office seems a lot more motivated and how much it has affected their sales numbers, which are the highest the department has reported in years.

Tara remarks that, while there were definite positive changes in Martin's behavior the first few weeks after the seminar, he has since slipped back into his old leadership style.

Kentaro says that while he personally feels more of a connection with Martin, he knows some people do not—for instance, Lupe actually misses Martin's old leadership style.

They both feel they have a more positive relationship with Martin, but their motivation and levels of commitment to the company are the same as they always were.

4.In the mid-1800s, Senator Henry Clay was known as The Great Compromiser for his ability to strike compromises on the hot-button issues of the day, most notably slavery. In reaching such agreements as the Missouri Compromise, Clay and others of like mind most likely believed that

the potential for disruption outweighed the benefits of resolution.

the issue was not as important as others from a timing perspective.

different perspectives or learning might help arrive at a better alternative.

arriving at an interim solution would allow more time to study the problem.

others cared substantially more about the outcome, and the ongoing relationship mattered most.

5.As the head of overseas operations for FoodCo., an international conglomerate supplying more than 60 countries, Devon has access to resources beyond the reach of most people—even the company president—and this in turn has made him very influential within the company. Devon holds the authority that is an example of the contingency factor






6.The managers at Microfab meet and realize that they have huge costs associated with training new employees, difficulty finding someone who can take the place of lost employees, and lower productivity than they would prefer from each employee. What can they do to address this issue?

decrease the amount of control managers have over employees

decrease the number of tasks each employee performs

increase the number of tasks each employee performs

increase the number of employees under each manger

train the new employees themselves

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