arace this malter with the national sales director because the disagreement is not worth the risk to your career. Instead, you frequently remind your sales staff that your decisions might be reversed by the director: 2. You arrange a meeting with the director and insist that you should have clear decision control over specific district mutual agreement before the decision is reversed. cific mainers where a change in decision is less disruptive (such. You suggest that he can reverse decisions on spe- 4. You meet with the director to discuss the isue of having dections fecting the wing budget allocation) but will not interfere that would allow you to make decisions without the director feelions reversed. You ask the directon 5. You try to minimize the risk of having your decisions reversed by delaying med to reverse sone think of ways higher risk of being reversed by the director, even though you eventuglly med to the decisions INCIDENT \#3 Setting You are the manager responsible for operational analysis at a national company that processes citrus fruit into juices, concentrates, oils and essences, pulp cells, and dried fruit. The company has several processing plants and specific measurement metrics are applied to determine their efficiency and effectiveness. The company's executive team increasingly relies on your quarterly report and other analyses you provide to make important decisions regarding future investments, product changes, budgets, and so forth. In fact, your ability to provide timely, high-quality operational performance information has raised your reputation and influence in the organization. Your quarterly reports depend on each production facility to supply you with the raw data identified in a well-developed online reporting system. As per the established schedule, senior management xpects to receive your next quarterly report later this week. Iowever, Ben Estobar, the manager of grapefruit production at the Florida facility, has not yet submitted key informetion for you to complete your report. Ben did not reply to you email reminders, so you give him a call. During that ofo versation, Ben says he is too busy to get the required infor. mation within the next couple of days. He explains that delay for another week or two is due to the busy season for grapefruit processing, even though the data have never bete submitted late in the past. You remind Ben that his informs tion is critical to completion of your report, which is vital to senior executive decisions and the company's longtem success. You have a higher position and more seniority in the company than Ben Estobar. Ben is friendly and rarely aggressive in any way, but he has been known to twist facts to make his position look more favourable. Action Alternatives for Incident \#3 Please indicate your first (1) and second (2) choices from among the following alternatives by writing the appropriate number in the space provided