Deck 2: The Nature of Managerial Work

Question 1

Amy Touchstone, 27, is feeling great these days, having just been promoted to director of operations at the East End Athletic Club. For two years previously, she worked as an administrator and receptionist at the club, which offers a wide range of fitness equipment; ten indoor tennis courts; six squash courts; one basketball court; and a variety of fitness programs, including massages.
Reporting to Touchstone is a staff of ten people, three of whom are full-time workers, and seven of whom are part-timers. Her main responsibilities are to ensure that the club is running smoothly outside of athletic programs and marketing. The billing office and custodial staff report to Touchstone.
When Touchstone asked her boss, the club manager, what she was supposed to accomplish as the director of operations, she was told, "East End isn't nearly as efficient, clean, and sharp as it should be for the rates we charge. So go fix it." Touchstone liked these general directives, but she thought that she would need to arrive at a few specific ideas for improvement.
Drawing from a technique she learned in a marketing course, Touchstone decided to dig into the responses in the club member suggestion box at the front desk. Amy dug back into three months of suggestions. The key themes for improving the club as revealed by these suggestions were as follows:
? The men's locker room is horrible because of the way the guests throw their towels on the floor. These guys have no respect for the club.
? Some of the staff don't seem interested in the members. Sometimes they are talking to each other when they should be paying attention to us. We are put on hold far too often when we call the club. ? Some of the people who work here act like they are doing us a favor to let us use the facilities.
? Stop charging us for everything, such as using the tennis courts, if we are already paying hefty monthly dues.
Amy reviewed the negative themes she found among the suggestions, and then discussed them with Joe Pellagrino, a fitness coach whom she had known for several years. Pellagrino said, "Don't worry about a handful of complainers. Only the people with a gripe bother to put something in the suggestion box." Amy thought to herself, "Joe could have a point. Yet those suggestions seem pretty important. I should start taking action on improvements tomorrow. I have to think of a good way to approach the staff."
Which personal characteristics of a leader should Touchstone emphasize in bringing about improvements in the operation of the East End Athletic Club?

Answer 1

The leadership characteristics of a leader make them different from one another. The success of the organization and the behavior of the employees depend largely on the characteristics of a leader. In the given case Ms. AT has been promoted as a manager and is responsible for the maintenance and effectiveness of the branch on which she is working.
Some of the leadership characteristics which Ms. AT exhibits involve
• The leader exhibits a passion towards her work and towards the customers.
• She is a leader with good enthusiasm. She has an eagerness to know about to know her responsibilities.
• She has the power of motive and drive which made her to study the feedback of her customers and to talk with her subordinates to formulate an appropriate strategy.
• She has good listening and understanding skills, hence she could identify the exact issue with her branch.
With this leadership characteristics it can be forecasted that she can achieve he objectives as a leader or a manager.

Question 2

What would lead you to conclude that a leader was non-authentic (phony)?

Answer 2

Authenticity and trust worthiness are the personality traits of the leader. Authenticity highlights the personal values and beliefs of a leader and his individual behavior.
Non-authentic leaders will try to replicate the values and beliefs or other leaders. They won't be trust worthy as the activities or other individuals can influence his behavior. Phony or non authentic leaders will not be passionate and will not have a clear mission or vision. They don't possess any self discipline. They won't establish any meaningful relationship within the team or organization.
If a leader shows above mentioned traits he will not be considered as authentic.

Question 3

To view the videos for this activity, you'll need access to the CourseMate that is available for this text. To get access, visit www.CengageBrain.com. After watching "Numi's New Manager," answer the following questions.
What task-related personality trait does Danielle Oviedo possess that allowed her to successfully manage the turbulent environment at Numi Tea?

Answer 3

not answer

Question 4

What are your best-developed leadership traits, motives, and characteristics? How do you know?

Question 5

Suppose a college student graduates with a major for which he or she lacks enthusiasm. What might this person do about becoming a passionate leader?

Question 6

Provide an example of a leader you have observed who appears to have good cognitive intelligence, yet is lacking in practical intelligence.

Question 7

Carol Ann Bartz is a high-tech executive well-known for the successes she has enjoyed, her optimism, and her frankness and colorful expressions. Shortly after being appointed as the CEO of Yahoo Inc., she pulled off one of the biggest deals of her career. She relinquished control of the Yahoo search business in exchange for a decade of revenue-sharing with Microsoft. (The Bing engine powers Yahoo searches.) The deal was criticized by stockholders and business writers, but Bartz believed that over the long run the Microsoft deal will pay off for Yahoo because so much advertising has shifted to search engines.
Bartz began her career in information technology with a B.S. in Computer Science from the University of Wisconsin. During her early career, she held sales positions at 3M and Digital Equipment Corp. Her executive experience before Yahoo included positions as vice president of Worldwide Field Operations at Sun Microsystems, and as chief executive at Autodesk.
Bartz contends that Yahoo's most important asset is its ability to reach over 600 million people in 30 countries and place ads on their computer or smart-phone screens. She is heavily sales-oriented. An executive who has known Bartz for many years said, "She is good at figuring out what people will buy, why they buy it and what you can do to make them pay more." One of the reasons that Bartz accepted the CEO position at Yahoo is that after retiring from Autodesk in 2006, she missed the day-by-day thrills, and even the stress, of executive life. She particularly enjoys working through crises.
Bartz has had to overcome personal adversity during her business career. The second day on the job as Autodesk CEO she discovered she had breast cancer. She had a mastectomy, leaving her hospitalized for four weeks. She worked on company problems from her hospital bed. Shortly after joining Yahoo, she had a left-knee replacement.
Bartz has a reputation for unvarnished language. At Yahoo, she told employees she would "drop-kick to f--g Mars" anyone who leaked company information. In reference to giving feedback, she once comment that she believed in the puppy theory: "If a puppy pees on the rug, you don't wait six months for a performance evaluation to tell the dog what he or she did wrong."
In paying a compliment to Steve Jobs for his effort to maintain high-quality ads on Apple devices, Barz said: "The last thing you need on that beautiful iPad is to see an ad for Russian brides or teeth whitener." Her words about Jobs were less charitable with respect to Apple's restrictions on what information can be placed on its devices. She said that Apple has "obnoxious control" over what kind of ads and content are permitted to appear on some of its devices, but that the control will not endure.
Bartz writes the occasional e-mail of encouragement to Yahoo employees. A paragraph from one of these messages is as follows:
"There sure are a lot of folks writing about us. There are some pretty incredible stories out there. I'm not letting it distract me, and you shouldn't either. Because the really incredible story to me is how far we've come to build a better Yahoo!-something you're all making a reality.
Your fearless leader,
Carol."
As Bartz worked to improve the business results of Yahoo, she told a reporter, "You don't come in and do fairy dust. You upgrade technology, you see what drives engagement." Her approach appeared to be working but too slowly for the Yahoo board who fired Bartz in September 2011.
Which personality traits does Bartz appear to possess?

Question 8

Which do you think is the most outstanding leadership trait, motive, or characteristic of the person teaching this class? Explain your answer.

Question 9

During his senior year in high school, Jimmy Badger decided that he would apply for a scholarship with the Naval Reserve Officers Training Program (NROTC) Scholarship Program. The prospect of having a scholarship that included the cost of tuition, textbooks, lab fees, and minor living expenses seemed outstanding. The focus of the NROTC program on developing leadership skills, including community-service activities, was another plus for Jimmy. He reasoned also that the formal education he would receive would help prepare him for a good career in whatever field he chose. Furthermore, Jimmy thought that serving his country for the six required years was an excellent idea. In his words, "If the powers that be think our country needs a Navy, I want to do my part."
Jimmy found appealing the idea that after graduation from college he would be commissioned as an Ensign in the Naval Reserve, if he committed to a minimum of five years of active duty service. After a successful four years at his chosen state university, Jimmy became submarine officer Ensign Badger. The five years in the Navy fulfilled their promise. Jimmy enjoyed working with sailors, other officers at his level, and more experienced officers. Jimmy particular enjoyed being a leader and having so much responsibility. He noted that "One mistake in a submarine can have disastrous consequences for hundreds of people."
Jimmy's superiors thought highly of his work, and they consistently give him outstanding performance evaluations (fitness reports). The one area of suggested improvement in his performance as a naval officer was that at times his performance expectations of those in his command tended to be unrealistically high. A senior officer once told him, "Ensign Badger, this is not your grandfather's Navy. You need to be a little more patient with young sailors."
When Jimmy began his job search as he approached the end of his naval service, he found that many companies were actively recruiting former military officers. The most attractive opportunities were for management positions, or management training programs that would lead quickly to a management position. After a brief job search, Jimmy accepted a management training position at one of the best-known homeimprovement chains.
From the start of the training program, Jimmy knew that he had made a good career choice. He believed strongly that his command experience in the Navy, as well as his formal education and parttime jobs, were a strong combination for being successful as a store manager. Jimmy began by working as a store associate for three months in order to learn the business from an entry-level perspective. Next, he was appointed as manager of the tool department at one store for nine months.
Jimmy's giant step into a leadership position took place when was appointed as the store manager at a medium-size store in the chain, located in Denver, Colorado. In his first meeting with the department managers and other key personnel, Jimmy told them, "I am so pleased to have command of this store. I will soon be asking you for your suggestions as to how to make our store one of the highestperforming units in the company. Communication with me will be constant. My BlackBerry will be turned on 24/7 to listen to your problems, as well as to inform you of any trouble spots I observe."
A few months into his position, Jimmy transmitted an e-mail to every worker in the store, department supervisors included. The e-mail read in part: "Last evening during my late-night inspection, I noticed several deficiencies in the parking lot that I do not want to see repeated. I found several shopping carts scattered around the lot, instead of in their designated parking space. I found garbage on the ground. I saw two of our store associates puffing cigarettes outside the store.
"All of the above are totally unacceptable. Let me know by the end of your shift how you are going to fix the problem."
Toward the end of Jimmy's first year, the human resources department conducted its annual morale and job satisfaction survey using the company intranet. Participants were assured that all responses would be anonymous. As a result, participants were encouraged to be entirely candid. Several of the write-in comments about store manager Jimmy Badger were as follows:
? Our manager is energetic and eager to win. He is still learning about the home-improvement business, but I think his high standards will help us down the road.
? I heard that Jimmy was an officer on a submarine. Will somebody please tell Jimmy to not worry so much? One mistake by a store associate will not drown us.
? Our man Jimmy Badger is a good leader. But he needs to know that some of the yahoos we hire as store associates don't fix their mistakes with one dressing down.
? I like our store manager. But I think he thinks that our ship is sinking and his job is to pull off a rescue mission.
Justify your conclusions.

Question 10

Many people who disagree with the trait approach to leadership nevertheless still conduct interviews when hiring a person for a leadership position. Why is conducting such interviews inconsistent with their attitude toward the trait approach?

Question 11

Amy Touchstone, 27, is feeling great these days, having just been promoted to director of operations at the East End Athletic Club. For two years previously, she worked as an administrator and receptionist at the club, which offers a wide range of fitness equipment; ten indoor tennis courts; six squash courts; one basketball court; and a variety of fitness programs, including massages.
Reporting to Touchstone is a staff of ten people, three of whom are full-time workers, and seven of whom are part-timers. Her main responsibilities are to ensure that the club is running smoothly outside of athletic programs and marketing. The billing office and custodial staff report to Touchstone.
When Touchstone asked her boss, the club manager, what she was supposed to accomplish as the director of operations, she was told, "East End isn't nearly as efficient, clean, and sharp as it should be for the rates we charge. So go fix it." Touchstone liked these general directives, but she thought that she would need to arrive at a few specific ideas for improvement.
Drawing from a technique she learned in a marketing course, Touchstone decided to dig into the responses in the club member suggestion box at the front desk. Amy dug back into three months of suggestions. The key themes for improving the club as revealed by these suggestions were as follows:
? The men's locker room is horrible because of the way the guests throw their towels on the floor. These guys have no respect for the club.
? Some of the staff don't seem interested in the members. Sometimes they are talking to each other when they should be paying attention to us. We are put on hold far too often when we call the club. ? Some of the people who work here act like they are doing us a favor to let us use the facilities.
? Stop charging us for everything, such as using the tennis courts, if we are already paying hefty monthly dues.
Amy reviewed the negative themes she found among the suggestions, and then discussed them with Joe Pellagrino, a fitness coach whom she had known for several years. Pellagrino said, "Don't worry about a handful of complainers. Only the people with a gripe bother to put something in the suggestion box." Amy thought to herself, "Joe could have a point. Yet those suggestions seem pretty important. I should start taking action on improvements tomorrow. I have to think of a good way to approach the staff."
Which leadership roles (review Chapter 1) should Touchstone emphasize in bringing about improvements in the operation of the club?

Question 12

To view the videos for this activity, you'll need access to the CourseMate that is available for this text. To get access, visit www.CengageBrain.com. After watching "Numi's New Manager," answer the following questions.
What general personality trait contributed most to Danielle's effectiveness as a leader? How might this trait help Danielle's ability to lead?

Question 13

Explain how being highly self-confident in a given leadership situation might not be an advantage.

Question 14

Carol Ann Bartz is a high-tech executive well-known for the successes she has enjoyed, her optimism, and her frankness and colorful expressions. Shortly after being appointed as the CEO of Yahoo Inc., she pulled off one of the biggest deals of her career. She relinquished control of the Yahoo search business in exchange for a decade of revenue-sharing with Microsoft. (The Bing engine powers Yahoo searches.) The deal was criticized by stockholders and business writers, but Bartz believed that over the long run the Microsoft deal will pay off for Yahoo because so much advertising has shifted to search engines.
Bartz began her career in information technology with a B.S. in Computer Science from the University of Wisconsin. During her early career, she held sales positions at 3M and Digital Equipment Corp. Her executive experience before Yahoo included positions as vice president of Worldwide Field Operations at Sun Microsystems, and as chief executive at Autodesk.
Bartz contends that Yahoo's most important asset is its ability to reach over 600 million people in 30 countries and place ads on their computer or smart-phone screens. She is heavily sales-oriented. An executive who has known Bartz for many years said, "She is good at figuring out what people will buy, why they buy it and what you can do to make them pay more." One of the reasons that Bartz accepted the CEO position at Yahoo is that after retiring from Autodesk in 2006, she missed the day-by-day thrills, and even the stress, of executive life. She particularly enjoys working through crises.
Bartz has had to overcome personal adversity during her business career. The second day on the job as Autodesk CEO she discovered she had breast cancer. She had a mastectomy, leaving her hospitalized for four weeks. She worked on company problems from her hospital bed. Shortly after joining Yahoo, she had a left-knee replacement.
Bartz has a reputation for unvarnished language. At Yahoo, she told employees she would "drop-kick to f--g Mars" anyone who leaked company information. In reference to giving feedback, she once comment that she believed in the puppy theory: "If a puppy pees on the rug, you don't wait six months for a performance evaluation to tell the dog what he or she did wrong."
In paying a compliment to Steve Jobs for his effort to maintain high-quality ads on Apple devices, Barz said: "The last thing you need on that beautiful iPad is to see an ad for Russian brides or teeth whitener." Her words about Jobs were less charitable with respect to Apple's restrictions on what information can be placed on its devices. She said that Apple has "obnoxious control" over what kind of ads and content are permitted to appear on some of its devices, but that the control will not endure.
Bartz writes the occasional e-mail of encouragement to Yahoo employees. A paragraph from one of these messages is as follows:
"There sure are a lot of folks writing about us. There are some pretty incredible stories out there. I'm not letting it distract me, and you shouldn't either. Because the really incredible story to me is how far we've come to build a better Yahoo!-something you're all making a reality.
Your fearless leader,
Carol."
As Bartz worked to improve the business results of Yahoo, she told a reporter, "You don't come in and do fairy dust. You upgrade technology, you see what drives engagement." Her approach appeared to be working but too slowly for the Yahoo board who fired Bartz in September 2011.
Assuming that she had a job available in your field, how would you enjoy reporting directly to Bartz?

Question 15

During his senior year in high school, Jimmy Badger decided that he would apply for a scholarship with the Naval Reserve Officers Training Program (NROTC) Scholarship Program. The prospect of having a scholarship that included the cost of tuition, textbooks, lab fees, and minor living expenses seemed outstanding. The focus of the NROTC program on developing leadership skills, including community-service activities, was another plus for Jimmy. He reasoned also that the formal education he would receive would help prepare him for a good career in whatever field he chose. Furthermore, Jimmy thought that serving his country for the six required years was an excellent idea. In his words, "If the powers that be think our country needs a Navy, I want to do my part."
Jimmy found appealing the idea that after graduation from college he would be commissioned as an Ensign in the Naval Reserve, if he committed to a minimum of five years of active duty service. After a successful four years at his chosen state university, Jimmy became submarine officer Ensign Badger. The five years in the Navy fulfilled their promise. Jimmy enjoyed working with sailors, other officers at his level, and more experienced officers. Jimmy particular enjoyed being a leader and having so much responsibility. He noted that "One mistake in a submarine can have disastrous consequences for hundreds of people."
Jimmy's superiors thought highly of his work, and they consistently give him outstanding performance evaluations (fitness reports). The one area of suggested improvement in his performance as a naval officer was that at times his performance expectations of those in his command tended to be unrealistically high. A senior officer once told him, "Ensign Badger, this is not your grandfather's Navy. You need to be a little more patient with young sailors."
When Jimmy began his job search as he approached the end of his naval service, he found that many companies were actively recruiting former military officers. The most attractive opportunities were for management positions, or management training programs that would lead quickly to a management position. After a brief job search, Jimmy accepted a management training position at one of the best-known homeimprovement chains.
From the start of the training program, Jimmy knew that he had made a good career choice. He believed strongly that his command experience in the Navy, as well as his formal education and parttime jobs, were a strong combination for being successful as a store manager. Jimmy began by working as a store associate for three months in order to learn the business from an entry-level perspective. Next, he was appointed as manager of the tool department at one store for nine months.
Jimmy's giant step into a leadership position took place when was appointed as the store manager at a medium-size store in the chain, located in Denver, Colorado. In his first meeting with the department managers and other key personnel, Jimmy told them, "I am so pleased to have command of this store. I will soon be asking you for your suggestions as to how to make our store one of the highestperforming units in the company. Communication with me will be constant. My BlackBerry will be turned on 24/7 to listen to your problems, as well as to inform you of any trouble spots I observe."
A few months into his position, Jimmy transmitted an e-mail to every worker in the store, department supervisors included. The e-mail read in part: "Last evening during my late-night inspection, I noticed several deficiencies in the parking lot that I do not want to see repeated. I found several shopping carts scattered around the lot, instead of in their designated parking space. I found garbage on the ground. I saw two of our store associates puffing cigarettes outside the store.
"All of the above are totally unacceptable. Let me know by the end of your shift how you are going to fix the problem."
Toward the end of Jimmy's first year, the human resources department conducted its annual morale and job satisfaction survey using the company intranet. Participants were assured that all responses would be anonymous. As a result, participants were encouraged to be entirely candid. Several of the write-in comments about store manager Jimmy Badger were as follows:
? Our manager is energetic and eager to win. He is still learning about the home-improvement business, but I think his high standards will help us down the road.
? I heard that Jimmy was an officer on a submarine. Will somebody please tell Jimmy to not worry so much? One mistake by a store associate will not drown us.
? Our man Jimmy Badger is a good leader. But he needs to know that some of the yahoos we hire as store associates don't fix their mistakes with one dressing down.
? I like our store manager. But I think he thinks that our ship is sinking and his job is to pull off a rescue mission.
To what extent should Jimmy modify his leadership approach?

Question 16

Amy Touchstone, 27, is feeling great these days, having just been promoted to director of operations at the East End Athletic Club. For two years previously, she worked as an administrator and receptionist at the club, which offers a wide range of fitness equipment; ten indoor tennis courts; six squash courts; one basketball court; and a variety of fitness programs, including massages.
Reporting to Touchstone is a staff of ten people, three of whom are full-time workers, and seven of whom are part-timers. Her main responsibilities are to ensure that the club is running smoothly outside of athletic programs and marketing. The billing office and custodial staff report to Touchstone.
When Touchstone asked her boss, the club manager, what she was supposed to accomplish as the director of operations, she was told, "East End isn't nearly as efficient, clean, and sharp as it should be for the rates we charge. So go fix it." Touchstone liked these general directives, but she thought that she would need to arrive at a few specific ideas for improvement.
Drawing from a technique she learned in a marketing course, Touchstone decided to dig into the responses in the club member suggestion box at the front desk. Amy dug back into three months of suggestions. The key themes for improving the club as revealed by these suggestions were as follows:
? The men's locker room is horrible because of the way the guests throw their towels on the floor. These guys have no respect for the club.
? Some of the staff don't seem interested in the members. Sometimes they are talking to each other when they should be paying attention to us. We are put on hold far too often when we call the club. ? Some of the people who work here act like they are doing us a favor to let us use the facilities.
? Stop charging us for everything, such as using the tennis courts, if we are already paying hefty monthly dues.
Amy reviewed the negative themes she found among the suggestions, and then discussed them with Joe Pellagrino, a fitness coach whom she had known for several years. Pellagrino said, "Don't worry about a handful of complainers. Only the people with a gripe bother to put something in the suggestion box." Amy thought to herself, "Joe could have a point. Yet those suggestions seem pretty important. I should start taking action on improvements tomorrow. I have to think of a good way to approach the staff."
What do you recommend that Touchstone do next to carry out her leadership responsibility of improving operations?

Question 17

To view the videos for this activity, you'll need access to the CourseMate that is available for this text. To get access, visit www.CengageBrain.com. After watching "Numi's New Manager," answer the following questions.
How does Danielle ensure her knowledge of the business or group task? How does her emotional intelligence develop as she ensures knowledge of the group task?

Question 18

What would a manager to whom you report have to do to convince you that he or she has emotional intelligence?

Question 19

How much faith do voters place in the trait theory of leadership when they elect public officials?

Question 20

During his senior year in high school, Jimmy Badger decided that he would apply for a scholarship with the Naval Reserve Officers Training Program (NROTC) Scholarship Program. The prospect of having a scholarship that included the cost of tuition, textbooks, lab fees, and minor living expenses seemed outstanding. The focus of the NROTC program on developing leadership skills, including community-service activities, was another plus for Jimmy. He reasoned also that the formal education he would receive would help prepare him for a good career in whatever field he chose. Furthermore, Jimmy thought that serving his country for the six required years was an excellent idea. In his words, "If the powers that be think our country needs a Navy, I want to do my part."
Jimmy found appealing the idea that after graduation from college he would be commissioned as an Ensign in the Naval Reserve, if he committed to a minimum of five years of active duty service. After a successful four years at his chosen state university, Jimmy became submarine officer Ensign Badger. The five years in the Navy fulfilled their promise. Jimmy enjoyed working with sailors, other officers at his level, and more experienced officers. Jimmy particular enjoyed being a leader and having so much responsibility. He noted that "One mistake in a submarine can have disastrous consequences for hundreds of people."
Jimmy's superiors thought highly of his work, and they consistently give him outstanding performance evaluations (fitness reports). The one area of suggested improvement in his performance as a naval officer was that at times his performance expectations of those in his command tended to be unrealistically high. A senior officer once told him, "Ensign Badger, this is not your grandfather's Navy. You need to be a little more patient with young sailors."
When Jimmy began his job search as he approached the end of his naval service, he found that many companies were actively recruiting former military officers. The most attractive opportunities were for management positions, or management training programs that would lead quickly to a management position. After a brief job search, Jimmy accepted a management training position at one of the best-known homeimprovement chains.
From the start of the training program, Jimmy knew that he had made a good career choice. He believed strongly that his command experience in the Navy, as well as his formal education and parttime jobs, were a strong combination for being successful as a store manager. Jimmy began by working as a store associate for three months in order to learn the business from an entry-level perspective. Next, he was appointed as manager of the tool department at one store for nine months.
Jimmy's giant step into a leadership position took place when was appointed as the store manager at a medium-size store in the chain, located in Denver, Colorado. In his first meeting with the department managers and other key personnel, Jimmy told them, "I am so pleased to have command of this store. I will soon be asking you for your suggestions as to how to make our store one of the highestperforming units in the company. Communication with me will be constant. My BlackBerry will be turned on 24/7 to listen to your problems, as well as to inform you of any trouble spots I observe."
A few months into his position, Jimmy transmitted an e-mail to every worker in the store, department supervisors included. The e-mail read in part: "Last evening during my late-night inspection, I noticed several deficiencies in the parking lot that I do not want to see repeated. I found several shopping carts scattered around the lot, instead of in their designated parking space. I found garbage on the ground. I saw two of our store associates puffing cigarettes outside the store.
"All of the above are totally unacceptable. Let me know by the end of your shift how you are going to fix the problem."
Toward the end of Jimmy's first year, the human resources department conducted its annual morale and job satisfaction survey using the company intranet. Participants were assured that all responses would be anonymous. As a result, participants were encouraged to be entirely candid. Several of the write-in comments about store manager Jimmy Badger were as follows:
? Our manager is energetic and eager to win. He is still learning about the home-improvement business, but I think his high standards will help us down the road.
? I heard that Jimmy was an officer on a submarine. Will somebody please tell Jimmy to not worry so much? One mistake by a store associate will not drown us.
? Our man Jimmy Badger is a good leader. But he needs to know that some of the yahoos we hire as store associates don't fix their mistakes with one dressing down.
? I like our store manager. But I think he thinks that our ship is sinking and his job is to pull off a rescue mission.
What do you think of the home-improvement store's positive bias toward hiring former military officers for its management-training program?

Question 21

Carol Ann Bartz is a high-tech executive well-known for the successes she has enjoyed, her optimism, and her frankness and colorful expressions. Shortly after being appointed as the CEO of Yahoo Inc., she pulled off one of the biggest deals of her career. She relinquished control of the Yahoo search business in exchange for a decade of revenue-sharing with Microsoft. (The Bing engine powers Yahoo searches.) The deal was criticized by stockholders and business writers, but Bartz believed that over the long run the Microsoft deal will pay off for Yahoo because so much advertising has shifted to search engines.
Bartz began her career in information technology with a B.S. in Computer Science from the University of Wisconsin. During her early career, she held sales positions at 3M and Digital Equipment Corp. Her executive experience before Yahoo included positions as vice president of Worldwide Field Operations at Sun Microsystems, and as chief executive at Autodesk.
Bartz contends that Yahoo's most important asset is its ability to reach over 600 million people in 30 countries and place ads on their computer or smart-phone screens. She is heavily sales-oriented. An executive who has known Bartz for many years said, "She is good at figuring out what people will buy, why they buy it and what you can do to make them pay more." One of the reasons that Bartz accepted the CEO position at Yahoo is that after retiring from Autodesk in 2006, she missed the day-by-day thrills, and even the stress, of executive life. She particularly enjoys working through crises.
Bartz has had to overcome personal adversity during her business career. The second day on the job as Autodesk CEO she discovered she had breast cancer. She had a mastectomy, leaving her hospitalized for four weeks. She worked on company problems from her hospital bed. Shortly after joining Yahoo, she had a left-knee replacement.
Bartz has a reputation for unvarnished language. At Yahoo, she told employees she would "drop-kick to f--g Mars" anyone who leaked company information. In reference to giving feedback, she once comment that she believed in the puppy theory: "If a puppy pees on the rug, you don't wait six months for a performance evaluation to tell the dog what he or she did wrong."
In paying a compliment to Steve Jobs for his effort to maintain high-quality ads on Apple devices, Barz said: "The last thing you need on that beautiful iPad is to see an ad for Russian brides or teeth whitener." Her words about Jobs were less charitable with respect to Apple's restrictions on what information can be placed on its devices. She said that Apple has "obnoxious control" over what kind of ads and content are permitted to appear on some of its devices, but that the control will not endure.
Bartz writes the occasional e-mail of encouragement to Yahoo employees. A paragraph from one of these messages is as follows:
"There sure are a lot of folks writing about us. There are some pretty incredible stories out there. I'm not letting it distract me, and you shouldn't either. Because the really incredible story to me is how far we've come to build a better Yahoo!-something you're all making a reality.
Your fearless leader,
Carol."
As Bartz worked to improve the business results of Yahoo, she told a reporter, "You don't come in and do fairy dust. You upgrade technology, you see what drives engagement." Her approach appeared to be working but too slowly for the Yahoo board who fired Bartz in September 2011.
What evidence is presented in this story that Bartz has good cognitive skills?

Question 22

To view the videos for this activity, you'll need access to the CourseMate that is available for this text. To get access, visit www.CengageBrain.com. After watching "Numi's New Manager," answer the following questions.
In your opinion, does Danielle have the personalized power motive or the socialized power motive? Explain.

Question 23

During his senior year in high school, Jimmy Badger decided that he would apply for a scholarship with the Naval Reserve Officers Training Program (NROTC) Scholarship Program. The prospect of having a scholarship that included the cost of tuition, textbooks, lab fees, and minor living expenses seemed outstanding. The focus of the NROTC program on developing leadership skills, including community-service activities, was another plus for Jimmy. He reasoned also that the formal education he would receive would help prepare him for a good career in whatever field he chose. Furthermore, Jimmy thought that serving his country for the six required years was an excellent idea. In his words, "If the powers that be think our country needs a Navy, I want to do my part."
Jimmy found appealing the idea that after graduation from college he would be commissioned as an Ensign in the Naval Reserve, if he committed to a minimum of five years of active duty service. After a successful four years at his chosen state university, Jimmy became submarine officer Ensign Badger. The five years in the Navy fulfilled their promise. Jimmy enjoyed working with sailors, other officers at his level, and more experienced officers. Jimmy particular enjoyed being a leader and having so much responsibility. He noted that "One mistake in a submarine can have disastrous consequences for hundreds of people."
Jimmy's superiors thought highly of his work, and they consistently give him outstanding performance evaluations (fitness reports). The one area of suggested improvement in his performance as a naval officer was that at times his performance expectations of those in his command tended to be unrealistically high. A senior officer once told him, "Ensign Badger, this is not your grandfather's Navy. You need to be a little more patient with young sailors."
When Jimmy began his job search as he approached the end of his naval service, he found that many companies were actively recruiting former military officers. The most attractive opportunities were for management positions, or management training programs that would lead quickly to a management position. After a brief job search, Jimmy accepted a management training position at one of the best-known homeimprovement chains.
From the start of the training program, Jimmy knew that he had made a good career choice. He believed strongly that his command experience in the Navy, as well as his formal education and parttime jobs, were a strong combination for being successful as a store manager. Jimmy began by working as a store associate for three months in order to learn the business from an entry-level perspective. Next, he was appointed as manager of the tool department at one store for nine months.
Jimmy's giant step into a leadership position took place when was appointed as the store manager at a medium-size store in the chain, located in Denver, Colorado. In his first meeting with the department managers and other key personnel, Jimmy told them, "I am so pleased to have command of this store. I will soon be asking you for your suggestions as to how to make our store one of the highestperforming units in the company. Communication with me will be constant. My BlackBerry will be turned on 24/7 to listen to your problems, as well as to inform you of any trouble spots I observe."
A few months into his position, Jimmy transmitted an e-mail to every worker in the store, department supervisors included. The e-mail read in part: "Last evening during my late-night inspection, I noticed several deficiencies in the parking lot that I do not want to see repeated. I found several shopping carts scattered around the lot, instead of in their designated parking space. I found garbage on the ground. I saw two of our store associates puffing cigarettes outside the store.
"All of the above are totally unacceptable. Let me know by the end of your shift how you are going to fix the problem."
Toward the end of Jimmy's first year, the human resources department conducted its annual morale and job satisfaction survey using the company intranet. Participants were assured that all responses would be anonymous. As a result, participants were encouraged to be entirely candid. Several of the write-in comments about store manager Jimmy Badger were as follows:
? Our manager is energetic and eager to win. He is still learning about the home-improvement business, but I think his high standards will help us down the road.
? I heard that Jimmy was an officer on a submarine. Will somebody please tell Jimmy to not worry so much? One mistake by a store associate will not drown us.
? Our man Jimmy Badger is a good leader. But he needs to know that some of the yahoos we hire as store associates don't fix their mistakes with one dressing down.
? I like our store manager. But I think he thinks that our ship is sinking and his job is to pull off a rescue mission.
Which leadership characteristics of Jimmy Badger are revealed in this case?

Question 24

Describe any leader or manager whom you know personally or have watched on television who is unenthusiastic. What effect did the lack of enthusiasm have on group members?