Please answer these questions and put them in a readable format (ex. 1a, 1b, 2a, 2b, etc...). No explanation needed. For question 7 you have to read the transcript screen shot then answer the questions.

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1. Operations Management Operations Management in the Organization Organizations add value to inputs and create products or services through their operations, so operations management is at the core of organizational performance. Operations plays a significant role in an organization's efficiency and effectiveness. Operations in Manufacturing and Service Organizations In manufacturing, the organization combines and transforms resources into tangible outcomes, or products. The U.S. manufacturing sector shrank over a number of decades but, though a smaller proportion of the economy than it was, it is now competitive globally. Manufacturing is often contrasted with the service sector. A service organization transforms resources into an intangible output, creating time or place utility for its customers. In other words, a service organization makes some product or experience available when and where customers need or want it. Essentially, a service organization connects customers with desirable results, such as relaxed muscles from a postworkout massage, donuts at 6:00 AM on the way to work, or 24/7 connection to the internet through a mobile data plan. In both types of organizations, strategy directly affects operations, since strategy choicessuch as whether to focus on quality or costdetermines which technologies, which human resources, which materials, etc. the organization will use. At the same time, operations affects strategy, because the organization's operational capability constrains which strategies it can carry out effectively. Select the word that best completes the following sentence. An organization that transforms resources into an intangible output that is available when and where customers want it is a Y organization. Select the correct response for the following question. How does strategy affect operations? O Strategic choices determine which resources the organization will use. 0 Strategic choices determine which resources the organization can access. 0 Strategic choices determine the core competencies of the organization. Select the word that best completes the following sentence. An organization that transforms resources into an intangible output that is available when and where customers want it is a organization. manufacturing response for the following question. service How does strategy affect operations? O Strategic choices determine which resources the organization will use. 0 Strategic choices determine which resources the organization can access. O Strategic choices determine the core competencies of the organization. 2. Operations Systems Product-Service Mix, Capacity, and Facilities Operations managers face a number of challenges and opportunities related to acquiring and using resources. Decisions these managers make include those around productservice mix, capacity, and facilities. ProductService Mix Capacity Facilities Facilities Layouts Product-service mix is the quantity and types of products and/or services the organization offers. In alignment with the organization's strategy, managers also make decisions about the quality, cost, and design of each product and service. . For example, an automobile manufacturer decides to make certain makes and models, possibly ranging from twoseat sports cars and mini cars to SUVs and pick-up trucks that can seat a family of elght, and the company will decide how many to make of each in which colors and with which accessories. 2. Operations Systems Product-Service Mix, Capacity, and Facilities Operations managers face a number of challenges and opportunities related to acquiring and using resources. Decisions these managers make include those around productservice mix, capacity, and facilities. ProductService Mix Capacity Facilities Facilities Layouts Capacity is the quantity of products and/or services that the organization can produce if it wants. An organization without enough capacity to meet demand loses a market opportunity. However, increasing capacity usually requires a large investment, one that may not yield a return if some of that increased capacity goes unused. When determining how much capacity to build, managers must carefully consider demandboth how much demand there is and how steady it ls. - Organizations can come up with creatlve solutions to volatile or unpredictable demand, such as by posting information to their websites that answers most customer questions so that customer service chat and/or phone capacity does not get overwhelmed during peak demand. 2. Operations Systems Product-Service Mix, Capacity, and Facilities Operations managers face a number of challenges and opportunities related to acquiring and using resources. Decisions these managers make include those around productservice mix, capacity, and facilities. ProductService Mix Capacity Facilities Facilities Layouts Facilities are the physical locations where products or services are created, stored, and distributed. - The location of facilities is their physical positioning or geographic site. Managers decide how many factories, distribution centers, and so forth to use and where they should be. For example, should an assembly plant be near major customers, even if that means the site is more expensive? Or should the plant be built on inexpensive land, even if that means incurring more transportation costs and risk of delivery delays? - The layout of facilities is their physical configuration or the arrangement of equipment within them. Different layouts work best depending on the nature of the work. The figure shows three common layouts. Product Layout All incoming jobs and materials 40 0+0+ Finished product Process Layout Finished Incoming job 1 product 1 Incoming job 2 Finished product 2 Fixed-Position Layout Workstation Product . A product layout works best when a large quantity of a single product is needed. A certain type of work may be performed in multiple locations in the facility. For instance, if parts need to be riveted together at several points in a manufacturing process, riveting happens at multiple workstations. . A process layout is used when a variety of products need to be made or activities performed. Every time a certain type of work is needed, the product or customer moves to the place where that type of work is done. In a hair salon, for example, every time a customer needs to have their hair rinsed, they are taken to the sinks. . The fixed-position layout works best when a small number of large, complex products are being made. A good example is a ship, which sits in drydock while shipbuilders work on different parts of it. . A fourth layout (not shown) is the cellular layout, used when multiple products need the same type of work done. A company's marketing department, for example, might make a wide variety of creative products but have the related promotional video for all of these products shot in a single studio area.Select the words or phrases that best complete the following sentences. The physical locations where products or services are created, stored, and distributed are the organization's A manager who decides where a facility will be is determining its V . Select the correct responses to the following questions. What is a key decision operations managers need to make with regard to capacity? Q Where should production or distribution take place? Q How much will the organization need to produce? Q What should the cost be of each product or service? If a small number of large, complex products need to be made, which is the best facilities layout? 0 Fixedposition layout O Process layout 0 Cellular layout 0 Product layout Select the words or phrases that best complete the following sentences. The physical locations where products or services are created, stored, and distributed are the organization's productservice mix A manager who decides where a facility will be is determining its V . facilities Select the correct responses to the following questions. capacity What is a key decision operations managers need to make with regard to capacity? 0 Where should production or distribution take place? 0 How much will the organization need to produce? 0 What should the cost be of each product or service? If a small number of large, complex products need to be made, which is the best facilities layout? 0 Fixedposition layout 0 Process layout 0 Cellular layout 0 Product layout Select the words or phrases that best complete the following sentences. The physical locations where products or services are created, stored, and distributed are the organization's A manager who decides where a facility will be is determining its Select the correct responses to the following questions. layout location What is a key decision operations managers need to make with regard to capacity? Q Where should production or distribution take place? Q How much will the organization need to produce? Q What should the cost be of each product or service? If a small number of large, complex products need to be made, which is the best facilities layout? 0 Fixedposition layout O Process layout 0 Cellular layout 0 Product layout Organizational Technologies When many people think of technology, they think of machines or computers. However, as noted in an earlier chapter, technology is actually a broad term, encompassing all the processes and systems used by organizations to convert resources into products or services. The technologies that organization use have expanded greatly recently due to innovations in areas such as cloud computing and mobile computing. Manufacturing Technologies Service Technologies Newer forms of technology of interest in operations management are automation and computerassisted manufacturing. Automation is the process of designing work so that it can be completely or almost completely performed by machines. Automation greatly speeds up work and reduces errors. It tends to displace specific workers whose labor is no longer needed, but it is an economic engine that creates more jobs overall. Computer-assisted manufacturing involves the use of computers to design or manufacture products. - Computeraided design (CAD) uses computers to design products and to simulate performance, eliminating the need to build prototypes. - In computer-aided manufacturing (CAM), the design computer shares information with the production computer, which can then set up the equipment to manufacture the product according to the design. . When organizations use computerintegrated manufacturing (CIM), the entire manufacturing facility is automated, with computers controlling the entire production process with the use of real-time sensors and control processes. . Flexible manufacturing systems (FMS) use robotic machines or some other computercontrolled transport system to move material through the manufacturing process. FMS allows the manufacturer to quickly adjust plant capabilities to make variations on a product or different products, depending on changes to demand and supply. The use of robots in manufacturing has steadily increased over recent decades and is expected to continue to grow. A robot is any artificial device that can perform functions ordinarily thought to be appropriate for human beings. Robots have a variety of uses in manufacturing, including welding, materials handling, and even inspecting products for defects. Organizational Technologies When many people think of technology, they think of machines or computers. However, as noted in an earlier chapter, technology is actually a broad term, encompassing all the processes and systems used by organizations to convert resources into products or services. The technologies that organization use have expanded greatly recently due to innovations in areas such as cloud computing and mobile computing. Manufacturing Technologies Service Technologies As in manufacturing, service industries are incorporating more automated systems and procedures. In the financial services industry, money largely flows between accounts through computer networks. Library patrons can check out ebooks online, and in many cities, hungry people can search a single website to order from any restaurant within a wide radius. Select the term that best completes the following sentence. The process of designing work so that it can be completely or almost completely performed by machines is called Select the correct response for the following question. Which of the following technologies is specifically developed to help with the design of products, including the simulation of performance? 0 Computer-aided design (CAD) O Computerintegrated manufacturing (CIM) O Computer-aided manufacturing (CAM) 0 Flexible manufacturing systems (FMS) Select the term that best completes the following sentence. The process of designing work so that it can be completely or almost completely performed by machines is called robotics Select the correct response for the following question. craftsmanship Which of the following technologies is specifically developed to help with the design of products, including the sim operations management 0 Computer-aided design (CAD) automation O Computer-integrated manufacturing (CIM) O Computer-aided manufacturing (CAM) 0 Flexible manufacturing systems (FMS) 4. Supply Chain Management Operations Systems and Supply Chain Management Within the control function, operations management has a number of special purposes. These include purchasing and inventory management, collectively called supply chain management. The goal of supply chain management, as with all operations management, is to improve efficiency and effectiveness. Purchasing Management Inventory Management In operations, the purpose of managerial control is to ensure the organization meets goals for reliability and cost. Disruptions to supply chains can be catastrophic for performance against these goals. For global organizations, supply chains can be very long, involve many handoffs, and be at risk from events around the world. Purchasing management, also called procurement, involves buying the materials and resources needed to create products and services. 0 Buying too much ties up money in resources for which the organization has no use; buying too little means that the organization cannot meet demand or has to pay a higher price for a rush delivery or a smallbatch order. 0 The purchasing manager also ensures that the quality and reliability of inputs meets the organization's needs. 0 This manager negotiates the financial terms under which resources are purchased. Select the term that best completes the following sentence. 4. Supply Chain Management Operations Systems and Supply Chain Management Within the control function, operations management has a number of special purposes. These include purchasing and inventory management, collectively called supply chain management. The goal of supply chain management, as with all operations management, is to improve efficiency and effectiveness. Purchasing Management Inventory Management Inventory control, also called materials control, exercises control in different ways depending on the type of inventory. Following is a list of the four basic types of inventory along with the focus and source of control for each: 0 Raw materials: These are the materials needed to make the product. The manager uses purchasing models and systems. 0 Work in process: Production is divided into manageable stages. The manager uses shopfloor control systems. 0 Finished goods: A ready supply of products is available to meet customer demand. Even if demand is volatile, ideally production runs are long and efficient rather than stopandstart. The manager uses highlevel productionscheduling systems in conjunction with marketing. 0 In transit (pipeline): Products are distributed efficiently and reliably to customers. The manager uses transportation and distribution control systems. An important concept in inventory management is the just-in-time (JIT) method. With JIT, the needed materials are acquired exactly when they are needed. They don't arrive earlier, tying up capital in material that's not being put to use as well as space to store it; they also don't arrive later, delaying production. For JIT to be successful, organizations and their suppliers must coordinate closely. Select the term that best completes the following sentence. Managing the materials and other resources once the organization acquires them until they reach the customer as a finished product/service is known as V. Select the correct response for the following question. What is the risk if a purchasing manager buys too much material? 0 The organization cannot meet customer demand for its product, or it must resort to inefficient means of meeting demand. 0 Resources are invested in assets that cannot be transformed into a profit-making product. The table describes aspects of different kinds of inventory. For each statement, identify the type of inventory being discussed. Raw Work In Finished In Description Materials Process Goods Transit Long, efficient production runs make a sufficient inventory of products or _ O O O O servnces to meet customer demand. This inventory will be used to make the product. 0 O O O Products or services are delivered to customers. O O O O To control this inventory, the manager uses shop-floor control systems. O O O Q Select the term that best completes the following sentence. Managing the materials and other resources once the organization acquires them until they reach the customer as a finished product/service is known as V. purchasing management Sel. the following question. facilitation Wh structural control manager buys too much material? inventory control ot meet customer demand for its product, or it must resort to inefficient means of meeting demand. 0 Resources are invested in assets that cannot be transformed into a profit-making product. The table describes aspects of different kinds of inventory. For each statement, identify the type of inventory being discussed. Raw Work In Finished In Description Materials Process Goods Transit Long, efficient production runs make a sufficient inventory of products or _ O O O O servnces to meet customer demand. This inventory will be used to make the product. 0 O O O Products or services are delivered to customers. O O O O To control this inventory, the manager uses shop-floor control systems. O O O Q 5. Managing Total Quality Managing Total Quality In the 19705, Japanese carmakers emerged on the global stage with automobiles of far superior quality than their U.S.-made counterparts. Ever since, quality in all its dimensions has been a top priority for business. A number of awards are given to organizations that demonstrate a high commitment to quality; one example is the prestigious Malcolm Baldrige Award, given to organizations which dramatically improve the quality of their products or services. The Eight Dimensions of Quality Why Quality Matters Total Quality Management (TQM) TQM Tools and Techniques Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. It can be thought of as having eight dimensions: 0 Performance: A product's primary operating characteristic 0 Features: Supplements to a product's basic functioning characteristics 0 Reliability: A probability of not malfunctioning during a specified period c Conformance: The degree to which a product's design and operating characteristics meet established standards 0 Durability: A measure of product life 0 Serviceability: The speed and ease of repair 0 Aesthetics: How a product looks, feels, tastes, and smells o Perceived quality: As seen by a customer 5. Managing Total Quality Managing Total Quality In the 19705, Japanese carmakers emerged on the global stage with automobiles of far superior quality than their U.S.-made counterparts. Ever since, quality in all its dimensions has been a top priority for business. A number of awards are given to organizations that demonstrate a high commitment to quality,- one example is the prestigious Malcolm Baldrige Award, given to organizations which dramatically improve the quality of their products or Services. The Eight Dimensions of Quality Why Quality Matters Total Quality Management (TQM) TQM Tools and Techniques Quality is a key determinant of how competitive a business is, as consumers have grown to expect quality products and services. Quality is positively correlated to productivity and negatively correlated with costs. . Fewer sales are lost due to disappointed customers. 0 The number of defects decreases, causing fewer returns and complaints from customers, lower warranty costs, and fewer lawsuits from customers who have been harmed by faulty products. 0 As the number of defects goes down, fewer resources need to be dedicated to reworking flawed output. 0 Making employees responsible for quality reduces the need for spending on quality inspectors. 5. Managing Total Quality Managing Total Quality In the 19705, Japanese carmakers emerged on the global stage with automobiles of far superior quality than their U.S.-made counterparts. Ever since, quality in all its dimensions has been a top priority for business. A number of awards are given to organizations that demonstrate a high commitment to quality,- one example is the prestigious Malcolm Baldrige Award, given to organizations which dramatically improve the quality of their products or services. The Eight Dimensions of Quality Why Quality Matters Total Quality Management (TQM) TQM Tools and Techniques The most common approach to implementing a commitment to quality is total quality management (TQM; also called quality assurance), a strategic commitment by top management to change its whole approach to business in order to make quality a guiding factor in everything it does. First, top management makes a strategic commitment to quality, setting the tone for a change in culture and allocating resources for needed equipment and facilities. Then, TQM is implemented through the following: 0 Employee involvement (e.g., work teams) 0 Technology (e.g., automation, robots) 0 Materials (e.g., control of the supply chain) 0 Methods (e.g., operating systems) Managing Total Quality In the 19705, Japanese carmakers emerged on the global stage with automobiles of far superior quality than their U.S.-made counterparts. Ever since, quality in all its dimensions has been a top priority for business. A number of awards are given to organizations that demonstrate a high commitment to quality; one example is the prestigious Malcolm Baldrige Award, given to organizations which dramatically improve the quality of their products or services. The Eight Dimensions of Quality Why Quality Matters Total Quality Management (TQM) TQM Tools and Techniques Managers use the following tools and techniques to improve quality: 0 Value-added analysis is the comprehensive evaluation of all work activities, materials flows, and paperwork to determine the value that they add for customers. It's not unusual to discover that certain activities that have always felt important actually provide no value to the customer. 0 Benchmarking is the process of learning how other organizations do things in an exceptionally highquality manner. There is no need to figure out a process or technology from scratch if another organization has already figured it out. o Outsourcing is the process of subcontracting services and operations to other organizations that can perform them cheaper or better. An organization can choose to perform its core competencies but outsource the activities it's less effective or efficient at. 0 Reducing cycle time means reducing the time needed to develop, make, and distribute products or services. One might assume that taking less time to bring a product to market would mean a lower-quality product, but the opposite is usually true: eliminating non- valueadded steps, designing an efficient schedule, and harnessing teamwork lead to faster work and higher quality. 0 ISO 9000 is a set of quality standards created by the International Organization for Standardization. ISO 14000 extends the concept of quality standards to environmental performance. Simply preparing for an ISO 9000 audit can be helpful. 0 Statistical quality control (SQC) is a set of specific statistical techniques that can be used to monitor quality. It includes acceptance sampling of finished goods and in-process sampling of products during the production process. 0 Six Sigma, originally developed by Motorola, is a method for virtually eliminating errors or defects in either a manufacturing or service process. Select the term that best completes the following sentence. A strategic commitment by top management to build quality into every business decision is a defining characteristic of V Select the correct responses to the following question. Which of the following are commonly recognized dimensions of quality? Check all that apply. Cl Reliability [3 Durability C] Aesthetics C] Popularity [3 Performance Select the term that best completes the following sentence. A strategic commitment by top management to build quality into every business decision is a defining characteristic of V corporate-level strategy allowing question. SWOT analysis BCG matrix recognized dimensions of quality? Check all that apply. total quality management (TQM) C] Durability C] Aesthetics C] Popularity C] Performance Match each description with the corresponding tool or technique commonly used in total quality management (TQM). Value- ISO 9000 Statistical added Reducing and 150 quality Six Description analysis Benchmarking Outsourcing cycle time 14000 control (SQC) sigma An attempt to discover whether some work activities add no value 0 O O O O O O for the customer Learning how other organizations 0 O O O O O O accomplish high-quality work Improving the organization's focus on its core competencies by hiring other organizations to do certain work Designing a more efficient schedule and eliminating steps to increase the speed at which products/services move from idea to market Complying with internationally accepted sets of quality standards Conducting in-process sampling and acceptance sampling of products/services to control quality Using a structured process to reduce defects to an almost undetectable level Productivity Managers have been aware of the importance of productivity since at least the earliest days of scholarly research in business. Productivity is a major determinant of an organization's profitability. Recently, the United States has lost some of its edge in productivity over other industrialized countries, resulting in a renewed focus on increasing productivity. Levels and Forms of Productivity Trends in Productivity How to Improve Productivity Productivity is an economic measure of efficiency that summarizes the value of outputs relative to the value of the inputs used to create them. It can be analyzed at different levels and measured according to different formulas. Following are some of the levels at which productivity can be analyzed. It can sometimes be useful to compare productivity between levels (e.g., compare an employee's individual productivity to that of their department): . Aggregate productivity is the level of productivity achieved by a country. - Industry productivity is the productivity achieved by all the firms in an industry. - Company productivity is the level of productivity achieved by an individual company. - Unit productivity is the productivity achieved by a unit or department within an organization. - Individual productivity is the level of productivity achieved by a single person. Here are some forms of productivity that analysts find useful: . Total factor productivity is the ratio of outputs to inputs. The more outputs and the fewer inputs, the greater the productivity. It can be difficult to express all inputs and outputs in the same terms (e.g., dollars), and this measure does not suggest how productivity might be improved. . Partial factor productivity is the ratio of the outputs to inputs of a single resource. This measure allows managers to evaluate the impact of an action that affects, say, the productivity of workers or of technology. Productivity Managers have been aware of the importance of productivity since at least the earliest days of scholarly research in business. Productivity is a major determinant of an organization's profitability. Recently, the United States has lost some of its edge in productivity over other industrialized countries, resulting in a renewed focus on increasing productivity. Levels and Forms of Productivity Trends in Productivity How to Improve Productivity The United States is a global leader in productivity. This lead slipped in the 1970s and 19805, prompting an investment in productivity, and U.S. productivity is much higher across industries than it was 30 years ago. The growth of the service sector as a proportion of the U.S. economy has complicated the measurement of productivity, since it is relatively easy to count the number or value of tangible products but more difficult to measure the output of, say, a massage therapist, computer repair technician, or dentist. Nonetheless, economists feel confident that productivity in the U.S. service sector has grown steadily over the last 30 or so yea rs. Productivity Managers have been aware of the importance of productivity since at least the earliest days of scholarly research in business. Productivity is a major determinant of an organization's profitability. Recently, the United States has lost some of its edge in productivity over other industrialized countries, resulting in a renewed focus on increasing productivity. Levels and Forms of Productivity Trends in Productivity How to Improve Productivity There are two main ways to improve an organization's productivity. Improve Operations . Spend more on research and development (R&D) to identify new products, new uses for existing products, and new methods for making products. - Upgrade transformation facilities (e.g., factories, assembly lines, distribution centers for manufacturing, location of customer service centers). Increase Employee Involvement . Invite employees to participate in decision making. Just as employee participation can improve quality, it can improve productivity. . Increase the flexibility of the workforce by crosstraining employees to perform more jobs. . Reward employees for learning new skills and performing them well. Select the correct response for the following question. Which of the following is the productivity of a single firm? 0 Unit productivity O Company productivity 0 Industry productivity O Aggregate productivity Select the words or phrases that best complete the following sentences. The ratio of the value of all an organization's outputs to the value of all its inputs is In the U.S. service sector, overall productivity is V than it was in the 19805. Select the correct response for the following question. Which of the following is the productivity of a single firm? 0 Unit productivity 0 Company productivity 0 Industry productivity 0 Aggregate productivity Select the words or phrases that best complete the following sentences. partial factor productivity total factor productivity The ratio of the value of all an organization's outputs to the value of all its inputs is In the U.S. service sector, overall productivity is V than it was in the 19805. Select the correct response for the following question. Which of the following is the productivity of a single firm? 0 Unit productivity 0 Company productivity 0 Industry productivity 0 Aggregate productivity In the U.S. service sector, overall productivity is V than it was in the 19805. [ Music ] >> My name is Candace stathis and I'm a manager here at Camp Bow Wow. Dogs are pretty simple. They're happy and loving and they're really just kind of sweet whereas people are a little more difficult. They're way harder to train. >> Yeah, so before this I worked for GE} for years and years and before that oil and gas and I was in manager positions through most of that. Hi, I'm Sue. I'm the owner of Camp Bow Wow in Boulder, Colorado. [ Music ] I want to be the best. I want to be the best of all the facilities like this in Boulder. I want to be the best in the Camp Bow wow system as a whole. I mean, my expectations are that the customer, even if they're dealing with a really difficult problem with us that they come away knowing that we've done everything we could to address it. For a half day? >> Yep, half day. >> Okay, perfect. I think the big thing that we've had to react to is that people are still spending money on bringing their dogs in but they're expecting a whole lot more for their dollars so the level of customer service has to be that much better and the level of our offerings has to match their expectations. >> The hardest part of my job as a manager is trying to juggle the customer service side with the dog side so making sure that the customers are happy but also that we're doing what we need to do to keep the dogs safe and happy. >> The model for most Camp Bow wows is the camp counselors do a little bit of everything so they do, they take care of the dogs, they answer the phones, they book reservations, do the front desk, the works, and I had a lot of people on staff who were fantastic with the dogs and miserable with customer service or good with the customers but couldn't run a credit card properly. one of the best things I did for this camp, and Candace was a part of it, was establishing a position where she's here in the mornings and then she leaves, she comes back in the afternoons. >> Customer service has to be effective as opposed to efficient because it's important for them to know that you care and that you care about their dogs and if you're just trying to be efficient then it's not going to make them want to come back and it's not going to make them feel like you know them or that you know their dog. They want to know how their dog did and they want to know if they got along and if they didn't get along then, you know, with other dogs then we need to let them know and we need to do it in a way that, you know, is going to convey the best message to them. >> I can see that sort of tension, the efficiency, you're almost tripping over those two things every time a line of customers is out here waiting to get their dogs because you're trying to do the customer service and make them feel that personal connection that we talked about before. But you're also trying to get the dogs out here quickly and get the payments done and so I think she balances that, literally, every time she checks out a dog. >> There are a couple of things on my list for self-improvement. I think everybody has a couple. A big thing I'm learning to make more time for is making sure I really coach my team, making sure that if there are problems, even between people or between their interaction with the dogs that I really make time to sit down with them and just talk it over. >> I mean, the difference in my experience from two years ago to today is hard to even put into words and now I've got a management team that supports me. I have a management team that takes a lot of that burden off of me so it's easier for me to kind of put boundaries around work for myself on a personal level. It's hard to even describe the difference. It's huge. Sue says, \"I want to be the best,\" and goes on to discuss standards of customer service. She would be Y if she monitors online review sites for positive and negative comments about how Bow Wow employees treated customers' dogs. Sue has recently hired you as a manager and asks your advice. Choose the best answer to her question. Suppose that Sue wants to help all of her franchisees become more productive in their businesses. Which two of the following actions would be most helpful in improving productivity? Check all that apply. C] Spend more money on quality control, making sure that new services are thoroughly tested before they are rolled out to consumers. C] Ask the employees with the highest productivity in each department to take one new, additional, work. C] Asking employees to become more involved in decision making giving them a voice in how they do their jobs, how formal contracts between management and labor should be laid out, and what materials they need to do their jobs effectively. [3 Reward the productive people in each department with a larger salary increase when they get their performance review. Sue says, \"I want to be the best,\" and goes on to discuss standards of customer service. She would be V if she monitors online review sites for positive and negative comments about how Bow Wow employees treate taking corrective action . . _ measurin erformance Sue has recently hired you as a manager and asks your adwce. Choose the best answer to her question 9 p benchmarking Suppose that Sue wants to help all of her franchisees become more productive in their businesses. Whi- would be most establishing strategic goals helpful in improving productivity? Check all that apply. C] Spend more money on quality control, making sure that new services are thoroughly tested before they are rolled out to consumers. C] Ask the employees with the highest productivity in each department to take one new, additional, work. C] Asking employees to become more involved in decision making giving them a voice in how they do their jobs, how formal contracts between management and labor should be laid out, and what materials they need to do their jobs effectively. C] Reward the productive people in each department with a larger salary increase when they get their performance review