1). It has beenobservedthat a large number of workers are taking Fridays off, giving them a three-day weekend. But no worker has taken a whole week off. Management has brought awareness to thisthrough atraining that workers who are overworked are less safe at work and are more vulnerable to health problems connected to stress. Additional time off for the staff is wanted to be given, but how can there be balance between that and the bottom line of the business?

a). Which motivational theoryor theoriesisbelieved tobest assist the employees understand the value of vacation time?

b). How could one persuade the employees that taking time off from work will ultimately be more advantageous for both the business and them?

2). One of the several difficulties managers have been giving staff members accurate, timely, and useful feedback. As a manager, how can there bebalance implementing the organization's strategic objectives with making sure thestaff members are receiving the feedback they require to succeed in their roles? As a district manager, thereare 25workersoverseenacross Florida, Georgia, and South Carolina. There is aneffort madeto visit themanagers once a month, but those visits arefrequentlyrescheduleddue to problems.

a). How can a connection be maintained with managers not seen on a daily basis?

b). How can performance betracked,and constructiveand critical feedback beprovided?

3). Explain howto acceptcriticism on a personal and professional level. Give thorough justifications. What kind of feedback ispreferred? Which kind of feedback istroubling? How can stafffeedback be delivered. Give precise instances. What approaches and techniques are available? Which methods ought to be avoided?