success, not personal relationships. Over the years, he struggled to convert all his father's old, handwritten records to electronic files. Eventually, he installed a completely computerized informa- tion system that tracked inventory, personnel, and accounts. He sometimes boasted about being an entrepreneur, but Clarence snorted at that term. "Just do what's right for your customers, and you'll be doing what's right for yourself," he would retort. When Seth retired in 2015, his daughter Kathy took over the company, which now had 23 stores with 228 employees in three states and one wholly owned subsidiary of 18 gas stations. Kathy's vision involved offering a broader range of products than farm supplies. She wanted to sell the image of the family farm. Her stores stocked Western clothing; boots, hats, and jewelry; home furnishings; and even CDs featuring country music. Kathy found herself traveling extensively from the corporate office to the various stores. Find- ing time to manage everything was a problem, but she had a staff of 12 professionals in the cor- porate office to assist her. E-mail, laptops, and smartphones helped tremendously. Questions 1. How have communication practices and expectations differed for Clarence, Seth, and Kathy? qu 2. How do you think the management behaviors differed for the three owners? 3. What contingency factors might each owner have faced while they managed the company?