Would she be effective if she changed?
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Case Study
Susan Parks is the part-owner and manager of Marathon Sports, an athletic equipment store that specializes in
running shoes and accessories. The store employs about 10 people, most of whom are college students who
work part-time during the week and full-time on weekends. Marathon Sports is the only store of its kind in a
college town with a population of 125,000. The annual sales figures for the store have shown 15% growth each
year.
Susan has a lot invested in the store, and she works very hard to make sure the store continues to maintain its
reputation and pattern of growth. She works 50 hours a week at the store, where she wears many hats, including
those of buyer,
something. Rumor has it that she eats her lunch standing up.
Employees’ reactions to Susan are strong and varied. Some people like her style, and others do not. Those who
like her style talk about how organized and efficient the store is when she is in charge. Susan makes the tasks
and goals for everyone very clear. She keeps everyone busy; when they go home at night, they feel as if they
have accomplished something. They like to work for Susan because she knows what she is doing.
Those who do not like her style complain that she is too driven. It seems that her sole purpose for being at the
store is to get the job done. She seldom, if ever, takes a break or just hangs out with the staff. These people say
Susan is pretty hard to relate to, and as a result it is not much fun working at Marathon Sports.
Susan is beginning to sense that employees have a mixed reaction to her leadership style. This bothers her, but
she does not know what to do about it. In addition to her work at the store, Susan struggles hard to be a good
spouse and mother of three children.
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Sarah has been custom manufacturing sweaters now for 7 years. Her annual sales are shown below. Year Sales 1 178 2 215 3 233 4 301 5 337 6 330 7 361 What are her forecasted sales for year 8 using a 3 year moving average? What are her forecasted sales for year 8 using a 5 year weighted average where w1=.4, w2=.3, w3=.15, w4=.1, w5=.05? What are her forecasted sales for year 8 using exponential smoothing? Assume year 7 forecast was 323. Select your own alpha. Which forecast method is the best for Sarah to use based on MAD? Why?Laura is the associate director of a nonprofit agency that provides assistance to children andfamilies. She is the head of a department that focuses on evaluating the skill-building programsthe agency provides to families. She reports directly to the agency leadership. As a whole, theagency has been cautious in hiring this year because of increased competition for funding.However, they have also suffered high staff turnover. Two directors, three key research staff, andone staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises twomanagers who in turn are responsible for five staff members each, Kelly and Linda. Both managershave been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support toanother department that delivers behavioral health services to youth. Kelly supports her staff andis very organized; however, she often takes a…Laura is the associate director of a nonprofit agency that provides assistance to children andfamilies. She is the head of a department that focuses on evaluating the skill-building programsthe agency provides to families. She reports directly to the agency leadership. As a whole, theagency has been cautious in hiring this year because of increased competition for funding.However, they have also suffered high staff turnover. Two directors, three key research staff, andone staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises twomanagers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support toanother department that delivers behavioral health services to youth. Kelly supports her staff andis very organized; however, she often takes a…
- Sarah has been custom manufacturing sweaters now for 7 years. Her annual sales are shown below. Year Sales 1 178 2 215 3 233 4 301 5 337 6 330 7 361 What are her forecasted sales for year 8 using a 5 year weighted average where w1=.4, w2=.3, w3=.15, w4=.1, w5=.05? What are her forecasted sales for year 8 using exponential smoothing? Assume year 7 forecast was 323. Select your own alpha. Which forecast method is the best for Sarah to use based on MAD? Why?Forecasting Forecasting is important relative to capacity requirements planning. What are some of the merits of using judgment methods (i.e., qualitative data) in contrast to quantitative forecasting methods. Which methods are considered to be superior or more accurate, and in what forecast situations would require judgment methods? In what situations would require a quantitative approach to forecasting?Laura is the associate director of a nonprofit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often…
- Laura is the associate director of a nonprofit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often…Laura is the associate director of a nonprofit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often…. 4.5 The Carbondale Hospital is considering the purchase of a new ambulance. The decision will rest partly on the antici- pated mileage to be driven next year. The miles driven during the past 5 years are as follows: YEAR MILEAGE 1. 3,000 4,000 3,400 4. 3,800 5. 3,700 a) Forecast the mileage for next year (6th year) using a 2-year moving average. b) Find the MAD based on the 2-year moving average. (Hint. You will have only 3 years of matched data.) c) Use a weighted 2-year moving average with weights of .4 and 6 to forecast next year's mileage. (The weight of .6 is for the most recent year.) What MAD results from using this approach to forecasting? (Ilint: You will have only 3 years of matched data.) d) Compute the forecast for year 6 using exponential smoothing, an initial forecast for year of 3,000 miles, and a .5. Px