Sue (Ryan) worked in management positions in G.E. and in the oil/gas industry before buying Camp Bow Wow in Boulder Colorado. When Sue came in it was just her and a staff who were all on the same level. Sue wanted a more relaxed culture for herself and her staff. The model for most Camp Bow Wow's is the Camp Counselor does a little bit of everything: they work with the dogs, take reservations, and work the front desk. Sue found that difficult for some employees who were wonderful with the dogs but miserable at customer service or found the technical side difficult to master. Once she started getting people like Candice Sladiace, she mentored and promoted her to a management position. Sue wants to be the best and she recognizes that though customers are spending money on their dogs, they have a high level of expectations that accompany this spending. Sue created a position for Candice who now works in the mornings and in the afternoons. Candice taiks about the difficulties of her job, the importance of excellent customer service, and managing her team. Candice addresses two areas she sees for personal managerial improvement. Now that Sue has a supportive managerial staff, she is better able to balance her work and home life. Q1. Has Sue demonstrated any of the four functions of the management process? List the functions you observed and describe bow Sue demonstrated each function. Q2. Does Camp Bow Wows level of managers differ from the norm? How does it differ? is the structure different now than when Sue first arrived? Q3. Which manaperial roles does Sue demonstrate? Which roles does Candice demonstrate? Are they the same