Give the following situations.

1.Listand label thevariablesin the following situations.

2.Explain therelationshipsamong the variables and diagram them.

3.Formulte at least 2 hypotheses.

Situation 1. (Exercise5.4)

1.A visitor to a factory observesthat theworkersin thepacking department have to interact with one another to get their jobs done. The more they interact, the more they seem to tend to stay after hours and go to thelocal pub together for a drink.

However,thewomen packers,even though they interact with the others as much as the men, do not stay late, nor dothey visit the pub after work hours.

Situation 2. (Exercise5.8)

Failure to follow accounting principles causes immense confusion, which in turn creates a numberofproblemsfor the organization. Those with vastexperienceinbookkeeping, however,are able to avert theproblems by taking timely corrective action.

Situation 3. (Exercise 5.9)

Themanagerof Haines Company observesthat the morale ofemployees in hercompanyis low. She thinks that if theirworking conditions are improved,pay scales raised,and thevacationbenefits made attractive, the morale will beboosted.She doubts, however,if anincreaseof pay scales wouldraise the morale of allemployees.

Herconjectureis that those that have supplemental incomeswill just not be turned on by higher pay, and only those without side incomeswill be happywith increasedpay with resultant boost ofmorale.

Situation 6: (Exercise 5.14)

Retention of minority womenat theworkplaceisbecomingmore and more difficult. Not finding aninfluentialmentor in the system who is willingto help them, lack of an informal networkwith influential colleagues,lack of role models,and the dearth ofhigh-visibility projects result in dissatisfaction experiencedat work and the minority women ultimately decideto leave theorganization.Ofcourse,not all minoritywomenquit thesystem.Only those who have thewherewithal (for example, resourcesand self-confidence)to start their own business leave theorganization.

Situation 8:

Companies areveryinterested in acquiring otherfirms evenwhenthe latteroperate in totallyunrelated realmsof business.

For example, GencoreIndustries manufacturing asphaltplantsfor roadconstruction acquired Ingersoll-Rand in 1996, and lateracquired yetanothercompany engaged in thebusiness of foodprocessing.

Suchacquisitions areclaimed to workmiracles.

However, giventhe volatility of the stockmarketandthe slowing downof business, manycompanies are not sure whether suchacquisitions involvetoo muchrisk. At the sametime,theyalsowonder if theyaremissingout on a greatbusiness opportunity if theyfail to takesuch risk.Someresearch is needed here!