Individual source of resistance to change


1 ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.

  • Laggards
  • Whistle-blowers
  • Change agents
  • Free riders2 Confusion in who reports to whom is a weakness of which one of the following organizational structures?
  • Bureaucracy
  • Matrix
  • Boundaryless
  • Virtual3 A(n) __________ strategy emphasizes the introduction of major new products and services.
  • organic
  • cost-minimization
  • innovation
  • mechanistic4 Strategy of differentiation consists of which of the following?
  • Price, support, design
  • Sourcing strategies, processing strategies, delivering strategies
  • Upstream business strategy, midstream business strategy, downstream business strategy
  • Cost leadership, differentiation, cost focus5  ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.
  • Organizational development
  • Operant conditioning
  • Organizational polarization
  • Organizational restructuring6 Which of the following factors is least likely to have an impact on organizational structure?
  • Strategy
  • Technology
  • Size
  • Location7 Decision making within which one of the following organizational structures follows a strict chain of command?
  • Virtual
  • Bureaucracy
  • Matrix
  • Boundaryless8 Which of the following is least likely to realize a competitive advantage for an organization?
  • Superior skills
  • Superior resources
  • Superior strategy
  • Superior position9 It is easiest for management to deal with resistance when it is
  • passive
  • overt
  • implicit
  • deferred10 Which of the following is the last step in Kotter’s eight-step plan for implementing change?
  • Establish a sense of urgency by creating a compelling reason for why change is needed.
  • Communicate the vision throughout the organization.
  • Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
  • Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.11 Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so?
  • Business recombination
  • Core relocation
  • Business redefinition
  • Business customization12 Which of the following statements is true regarding innovation?
  • Interunit communication is low in innovative organizations.
  • Organic structures negatively influence innovation.
  • Innovation is nurtured when there is an abundance of resources.
  • Innovative organizations reward both successes and failures.13 Entering into various types of business ventures outside of the realm of an organization’s usual type of business is an example of a ________ strategy.
  • chain integration
  • diversification
  • customizing
  • Undifferentiating14 Which of the following is an example of an individual source of resistance to change?
  • Product orientation
  • Employee orientation
  • Structural inertia
  • Fear of the unknown15 Culture is most likely to be a liability when
  • the organization’s environment is dynamic
  • the organization scores low on the degree of formalization
  • the organization is highly centralized
  • the organization’s management is highly efficient16 A(n) ________ organization is an organization that takes on a life of its own, apart from its founders and members, and is valued for itself and not for the goods or services it produces.
  • centralized
  • matrix
  • virtual
  • institutionalized17 Which of the following is least likely to lend to a simple organizational structure?
  • Little departmentalization
  • Formalized rules and regulations
  • Centralized authority
  • Wide span of control18 Which of the following is the first step in Kotter’s eight-step plan for implementing change?
  • Form a coalition with enough power to lead change.
  • Create a new vision to direct the change and strategies for achieving the vision.
  • Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
  • Establish a sense of urgency by creating a compelling reason for why change is needed.19Idea champions display characteristics associated with _________ leadership.
  • narcissistic
  • laissez-faire
  • autocratic
  • transformational20 Which of the following is typically a characteristic of the mechanistic model of organization?
  • Rigid departmentalization
  • Wide span of controls
  • Decentralized management
  • Low formalization21 Which of the following statements is true regarding the functions of culture in an organization?
  • It hinders the generation of commitment to something larger than individual self-interest among employees.
  • It reduces the stability of the organizational system.
  • It conveys a sense of identity for organization members.
  • It does not affect employees’ attitudes and behavior.22 The deemphasizing of hierarchical authority and control in organizational development is referred to as
  • vertical blending
  • horizontal integration
  • trust and support
  • power equalization23 Which of the following resistances to change is implicit?
  • Increased error
  • Strike
  • Complaint
  • Resignation24 The focus of a single segmentation within a scope strategy is known as a _______ strategy.
  • customizing
  • unsegmentation
  • segmentation
  • Niche25 Which of the following actions can extinguish risk taking and innovation?
  • Long tenure in management
  • p style=”background: white; color: #000000; line-height: 16.5pt; font-family: ‘Calibri’,’sans-serif’; font-size: 11pt; font-style: normal; font-weight: normal; margin-top: 0in; margin-bottom: 0pt;”>Rewarding for the absence of failures rather than for the presence of success
  • Encouraging experimentation
  • Using organic organizational structures

Community Preparedness and Response

Community Preparedness and Response

Efforts to protect individual and community safety during emergencies include considerable collaboration between government officials, first responders, and various public and private agencies. One of the primary objectives of all emergency management planning is to protect public health. Public health officials must work alongside emergency managers to protect people and communities. Likewise, municipal and public safety officials must contribute their efforts to ensure the swift repair of critical infrastructure and utilities, which are necessary to protect the health and well-being of communities.

For the Community Preparedness and Response section of your AAR (3-4 pages), research information related to the cooperation of the public health, public safety, and/or municipal officials during your selected emergency crisis. In this section of your report, discuss the following:

  1. Discuss the major strengths of the collaboration efforts between emergency responders and public health, public safety, and municipal officials to promote effective response and recovery during the incident.
  2. Discuss the primary weaknesses of the collaboration between emergency responders and public health, public safety, and municipal officials. How did ineffective collaboration hinder efforts to protect public health and/or restore community functioning?
  3. Provide short- and long-term recommendations for improving the collaboration between public health, public safety, and municipal officials in emergency or disaster management.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.

You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.


Scientific Glass, Inc.: Inventory Management

Activity Objective

The objective of this discussion is to aid you in mastering the following course competencies:

  • Develop innovative and sustainable solutions to strategic and global operations management challenges.
  • Apply theories, models, and practices of global operations management to address business problems.

More specifically, you will:

  • Develop approaches to operations management to respond appropriately to strategic business needs.
  • Formulate solutions to inventory management problems.

Activity Instruction

For this discussion, refer to Chapter 13 of your Operations Management: Creating Value Along the Supply Chain textbook, and review the case study Scientific Glass, Inc.: Inventory Management (2011) by Wheelwright and Schmidt. Respond to the following questions:

  1. Identify the two basic decisions addressed by inventory management and discuss why the responses to these decisions differ for continuous and periodic inventory systems.
  2. What were the problems facing Scientific Glass, Inc. in January 2010?
  3. How much external funding would have to been raised in 2010 in order to finance operations?
  4. How do Scientific Glass, Inc.’s problems illustrate the relationship between the number of warehouses and inventory levels?
  5. What alternatives are available for dealing with the inventory problems? How would you evaluate the alternatives?
  6. What actions should Eva Beane have proposed to Eric Gregory and Melissa Hayes?

The monthly profit and loss statement

Jill Warner, President of Ace Toys, sat looking at the monthly profit and loss statement. For the fifth month in a row, the company had lost money. Labor costs were killing them. Jill had done everything she could think of to reduce costs and still produce a quality product. She was beginning to face the fact that soon she would no longer be able to avoid the idea of out-sourcing. It was a concept that Jill had done everything to avoid, but it was beginning to look inevitable.Jill felt strongly about making a quality American product using American workers in an American factory. But if things continued the way they were, she was going to have to do something. She owed it to her stockholders and board of directors to keep the company financially healthy. They had entrusted her with the future of the company, and she could not let them down. It was not her money or company to do with as she pleased. Her job was to make sure that Ace Toys flourished.However, if she chose to outsource the production segment of the company, only management and the sales force would keep their jobs. How could she face the 500 people who would lose their jobs? How would the small community that depended on those 500 jobs survive? She also worried about the customers who had come to depend on Ace Toys to produce a safe product that they could give to their children with confidence. Would that quality suffer if she sent production halfway around the world? How could she ensure that the company she hired to produce their toys would live up to Ace’s standards? Would the other company pay a fair wage and not employ children? The questions seemed endless, but Jill needed to decide how to save the company.

You are Jill. Is sending jobs out the country unethical? Evaluate your options according to: 1.    Consequential ethics2.    Rule-based ethics3.    Character (virtue) ethics

What is your decision? Based on which ethical decision-making model?

The Boys and Girls Club

The Boys and Girls Club (BGC) is a national non-profit organization geared to provide America’s youth with the tools and skills they need to become healthy adults, responsible citizens, and effective leaders. By bringing parents, neighbors, educators, and civic leaders together with our youth, the BGC believes it can instill these crucial life lessons at an age when they are most needed. The national organization is headquartered in Atlanta, GA, and it serves as a service hub for over 3,700 club locations around the U.S. Each local club is directed by a volunteer board of directors and staffed by professional youth development workers (usually including an executive director, a program director, and an arts director) and many volunteers who just enjoy working with young people and making a difference in their lives. Although the organization is affiliated with the national center, each local BGC is locally funded. Keeping in mind the importance of the various facets of the general environment to the BGC, discuss the threat to donations caused by the organization’s focus on the victims of natural disasters and how the BGC might respond to this and other threats to donations.

Lululemon Athletica, Inc

Please use the headings in bold to address the assignment requirements for your first case: Lululemon Athletica, Inc

Lululemon Athletica, Inc

Provide an introduction to the company and an overview of your analysis before beginning analysis with these headings.

Performance Criteria/Balanced Scorecard and Strategic Controls

·Establish criteria for judging strategic performance by considering successes and strategies. Use a balanced scorecard framework to make sure that both financial and strategic controls are used to assess performance.

Core Competencies and Sustainable competitive advantage

·Determine if the company has a sustainable competitive advantage. If you determine that a sustainable advantage exists, support your claim. If you find it lacking, recommend actions that would secure a sustainable competitive advantage.

Business Strategy Analysis

·Determine if Lululemon’s business strategy provides an integrated and coordinated set of commitments and actions that are based upon the company’s core competencies, guides behavior toward achieving performance goals, and fits existing external environmental conditions.

Strategy and Structure Evaluation

·Evaluate lululemon’s strategy and its use of strategies to achieve company objectives.

·Discuss the company’s organizational structure and if it effectively supports lululemon’s strategy.


CASE 22: Iululemon athletica Inc.

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Jenna Beyer, Leon Faifman, Eric Ho, Miso Kezunovic, and Lance Olian

Texas A&M University


Rachael Fowler ran cross-country and played tennis in high school. In college, she successfully completed two full marathons. After college, she remained active and health conscious. Now a 37-year-old mother of two boys, Rachael maintains her physical fitness through gym sessions with a personal trainer and by attending yoga classes twice a week. At the end of one yoga session, a friend of hers suggested she purchase some yoga apparel from lululemon. Overhearing the two women talk, the class instructor added that she was a lululemon ambassador and began to rave about the quality and style of lululemon’s products.

“This is how 80 percent of our guests come to know lululemon, through word-of-mouth. Guests are so pleased with the clothes we offer that they can’t help but tell all their friends about it,” explains Laci Levisay, a lululemon associate from a store in Austin, Texas.1 Levisay continues, “For the other 20 percent who walk into lululemon stores with no previous knowledge, store employees look to find out as much as possible about the guests’ lifestyle and then educate them on what products would best suit their needs.”

© Vividfour /

Choose a Positive Thought

Based in Vancouver, Canada, lululemon athletica provides premium quality athletic apparel at a premium price. One of lululemon’s signature items is its yoga pants, typically sold by competitors for between $25 and $50.2 Yoga pants available in lululemon stores and online range between $78 and $128 with its most popular pair priced recently at $98 – two to three times rivals’ prices.3 However, lululemon’s products sell and they sell fast. Demand for lululemon clothing is so high that stores have trouble keeping new lines in stock. Sheree Waterson, Lulu’s chief product officer conveyed this example, saying, “A hot-pink color named ‘Paris Pink’ that launched in December (of 2011) was supposed to have a two-month lifecycle but sold out its first week.”4 The question then arises as to why customers, or “guests” as lululemon refers to them, are willing to pay high prices for high fashion items that are destined to be soaked in sweat!

It seems the answer to this question resides in lululemon’s ability to connect with its guests on a deeper level than just the typical sales associate–customer relationship. After all, other companies such as Nike, Adidas, and Under Armour not only produce high-tech clothing with the same soft cotton feel, four-way stretch, and moisture-wicking technology that lululemon touts, but do so much less expensively for their end consumers. Ultimately, what competitors cannot duplicate is lululemon’s culture. It is lululemon’s deep understanding of its target market, close relationships with its communities, and an inimitable culture that transforms customers/guests into diehard loyalists.

This is not to say that lululemon does not uphold the highest quality standards in its products. Levisay states, “People will save up if they need to in order to afford our clothing because of the benefits they provide.” She goes on to explain, “It’s silly to spend that much on yoga 283284pants if they’re not going to live up to their promise.”5 Jennifer Black, president of an investment research firm confirms this sentiment saying, “lululemon won’t put stuff in its store just to sell it. They don’t compromise on quality.”6

Summarize key findings and provide insights for the future of this company.

Case Study—lululemon Athletica, Inc

Read the case study located on page 283 of the section titled Case Studies in your textbook and prepare a 3- to 4-page report in a Microsoft Word document concerning the following situation:

As the end of the year comes to a close, the CEO is evaluating lululemon’s strategic approach and its ability to produce desired results for the company in the future. The CEO has asked you to prepare a report assessing the company’s current situation, reviewing its strategy, and making recommendations to maximize effectiveness.

Your report and overview should address the following key strategic issues:

·         Establish criteria for judging strategic performance by considering successes and strategies. Use a balanced scorecard framework to make sure that both financial and strategic controls are used to assess performance.

·         Define the company’s core competencies.

·         Determine if the company has a sustainable competitive advantage. If you determine that a sustainable advantage exists, support your claim. If you find it lacking, recommend actions that would secure a sustainable competitive advantage.

·         Identify any external environmental forces that have future strategic implications for lululemon athletica, Inc.

·         Determine if lululemon’s business strategy provides an integrated and coordinated set of commitments and actions that are based upon the company’s core competencies, guides behavior toward achieving performance goals, and fits existing external environmental conditions.

·         Evaluate lululemon’s strategy and its use of strategies to achieve company objectives.

·         Discuss the company’s organizational structure and if it effectively supports lululemon’s strategy.

CASE 28: Principled Entrepreneurship and Shared Leadership: The Case of TEOCO [The Employee Owned Company]1

Prof. Thomas Calo, Ed.D.

Perdue School of Business, Salisbury University

Prof. Olivier Roche, PhD

Perdue School of Business, Salisbury University

Prof. Frank Shipper, PhD

Perdue School of Business, Salisbury University


Fairfax, October 6, 2009. Atul Jain, founder of TEOCO, a provider of specialized software for the telecommunications industry, had been meeting all day to finalize a partnership agreement with TA Associates, a private equity firm. For Atul, the pace of activities had been relentless on this special day.2 By all accounts, the last 12 hours had been hectic, but the closing of the transaction was a success. The event had started with back-to-back meetings between TEOCO’s senior management and their new partner’s representatives and had culminated with the usual press conference to mark the occasion. The senior management teams of both organizations announced to the business community that TA Associates [TA] had made a minority equity investment of $60 million in TEOCO. It was indeed a memorable day, the culmination of intense and uneven negotiations between two organizations that did not have much in common except for deep industry knowledge and a shared interest in seeing TEOCO succeed.

©Vividfour /

This new partnership marked the end of a marathon, but Atul did not feel the excitement that usually comes with crossing the finish line. It was late and he was tired. Back in the quiet of his office, he reviewed, once again, the draft of the press release relating the day’s event. As he read the various statements captured from the meetings, he still had the uneasy feeling that comes with making life-changing decisions when one does not have all the required information. There were so many unknowns. Partnering with the right investor, like many other entrepreneurial endeavors, was not a decision made in a vacuum. It was all about good timing, cold analysis, gut feeling and luck; the latter was last but by no means least. Despite all the uncertainty, Atul felt that this was a worthy endeavor.

Atul had come a long way since his humble beginnings in India and a lot was at stake, not only for him but also for the 300 employees of the company. The TEOCO enterprise had been a successful business endeavor and at the same time a very personal journey. What had begun as a result of frustration with his old job in Silicon Valley 15 years ago had become one of the fastest growing businesses in the telecom software industry; the fast pace of the company’s development had not gone unnoticed. For quite some time now, TEOCO had been on the “radar screen” of investors looking for high-growth opportunities. However, Atul had never cultivated a relationship with potential external investors; he had remained congruous with his long-held business beliefs 361362that an alliance with external financiers was rarely in the best interest of a company and its employees.

Atul [CEO & Chairman]: “I am often asked why we didn’t approach an investor for money or seek venture capital. I have two answers to this question. My first answer is: that’s not our way of doing business. I believe that every entrepreneur must aspire to be debt-free and profitable from the very first day. My second answer is: nobody would have given me the money even if I had asked! I also had a fear – that external investment might impact the culture and values that I wanted TEOCO to promote and cherish. I wanted to steer the TEOCO ship along a very different course. My dream was to set up an enterprise based on a model of shared success. TEOCO’s success wouldn’t just be my success; it would be our success. TEOCO wouldn’t just have one owner; it would be owned by each of its employees – who would therefore be called employee owners.”

But several months earlier, events had taken an unexpected turn; unsolicited financiers approached TEOCO once again, this time offering to invest a substantial amount of capital. Still, Atul was reluctant to engage in negotiations with a party that, as far as he knew, did not share TEOCO’s values.

Case Study: Principled Entrepreneurship and Shared Leadership: The Case of TEOCO (The Employee Owned Company)

Read the case study located on page 361 of the section titled Case Studies in your textbook and prepare a 5- to 6-page report in a Microsoft Word document, based on the following situation:

The CEO, Atul Jain, has made some very radical decisions recently that he believes will help to move TEOCO forward in ways that were previously unavailable to the company. He has asked you to serve as a consultant over the next 12-24 months as TEOCO navigates working with their new investor group, TA, and as they seek to incorporate the new acquisition, TTI, into their corporate culture.

To familiarize yourself with the client; your first task is to prepare a background report which analyzes TEOCO’s business environment and strategy. Your report should include the following:

·         • Analyse and discuss the external forces and industry conditions that have impacted TEOCO’s performance over the years?

·         • Analyze and discuss how the internal organization and culture at TEOCO influence its performance?

·         • Discuss how TEOCO has strategically responded to its competitive environment and internal capabilities?

What strengths and weaknesses do you perceive Jain’s management style lends to TEOCO’s overall effectiveness?

What issues do you expect to arise given TA’s recent investment in TEOCO? What recommendations do you have to assist with these issues?What issues do you expect to occur while incorporating TTI into the TEOCO culture? What recommendations do you have to assist with these issues?What challenges to you foresee in maintaining TEOCO’s strong corporate culture given the need for continued organizational change?In your report, you should be able to demonstrate an insightful look at TEOCO’s situation, make recommendations for incorporating TA’s requirements into TEOCO’s unique management style, and recommendations for incorporating the employee’s of TTI into TEOCO’s organizational culture.

Support your responses with examples.

Specific major off-the-shelf application software packages

  1. Create a 7- to 10-slide presentation comparing and contrasting two specific major off-the-shelf application software packages (not OS or utility software) that could be implemented in an organization. For instance (Quickbooks and Simply Accounting). Identify which functionality would be likely to be used as-is, and highlight what may need to be added or modified. Briefly describe what issues you may be likely to face in the effort to modify the package. You may use various sources from the company web site. Be sure to cite all sources used in a reference slide with proper APA formatting. (Cover and reference slides do not count in the length requirement). You may also use the slide notes function.Be sure to include the following in your presentation:
  •   Two major off the shelf software packages
  •   Description of how they may be used in an organization
  •   Identification of features to be used as-is, possible modifications and additions
  •   Brief summary describing issues to be faced in the modification of the package
  •   Proper APA formatting of citations and references

The ERG Theory and Maslow’s Hierarchy

Describe the similarities and differences between the ERG Theory and Maslow’s Hierarchy. How have you used either of the two theories in daily life? Respond to at least two of your peers for this posting.


Describe the similarities and differences between the ERG Theory and Maslow’s Hierarchy.

According to Baack (2012), Maslow considered physiological and safety needs to be lower-order, physically based needs. Social needs, esteem, and self-actualization constitute higher-order needs that have a psychological or mental basis. Maslow surmised that relatively few people achieve self-actualization status. Alderfer added a second concept to Maslow’s approach, frustration–regression. While the ERG model does add to the ideas present in the hierarchy of needs, it does not solve any of the problems associated with that theory. As a result, progression-based models of need fulfillment were soon replaced by new approaches” (Baack, 2012, Section 4.2).

The way I comprehend the ERG Theory and Maslow’s Hierarchy is that it appears that Alderfer’s ERG Theory was an endeavor to reach a way to reduce the complexity or characterization of people by breaking down the three categories of human needs, existence, relatedness, and growth needs.  It appears that existence needs equate to certain ideas about one’s safety and normal functions such as how they appear physically. Relatedness needs associate with one’s social needs like needing to belong and be loved, and growth needs unite one’s needs for self-esteem, needing to belong or individual recognition.

The similarities are both apply a hierarchical system where a particular stage has to be totally completed before moving on to the next stage, and both specify the standards that are needed for motivation.

The differences are:

Maslow believes that each stage of the 5 must be fully completed before advancing to the next stage, and Herzberg suggests that only 2 stages (hygiene and motivators) should be fully completed instead of 5.

Maslow’s view is that satisfying each stage leads to motivation, but then Herzberg believes that

How have you used either of the two theories in daily life?

Without being cognizant of these theories in daily life, it appears that I used Maslow’s Hierarchy of needs because I delayed attending college, got married and had three sons. I was fortunate enough to have a job that paid well and almost equaled my late husband’s salary (high school teacher) before he passed at age 51.  I view this delay as prioritizing a stage of life before moving to the next.

The project management body of knowledge

For this option you will write a paper presenting a project procurement scenario from the project management perspective (example – you are leading a project that needs to purchase materials, services, or resources). The paper will be based on procurement as defined by A guide to the project management body of knowledge (PMBOK®). You must include the following elements:

  1. Plan Procurement Management
  2. Conduct Procurement’s
  3. Control Procurement’s
  4. Close Procurement’s.

Your paper must have:

  • An introduction. Use your introduction to summarize and define your topic, including a clear statement of the procurement goal.
  • The discussion or body. The body of the paper must include:
    • A discussion of the implications of proposed solutions for procurement and contracts.
    • A discussion of how procurement works within project teams to facilitate the needs of projects.
    •  Your evaluation and conclusions regarding possible methods of managing or addressing the problem raised by your opinion on the issues (supported by research).
    • Current, relevant research from at least six to eight credible sources that are not used as readings in this course. At least three references must be peer-reviewed, scholarly sources, and the rest may be trade or professional procurement management sources. You may certainly use your textbook and course readings, but these do not count as part of the required six to eight sources. The CSU-Global Library is a good place to find your resources. Cite and reference all sources used.
    • The paper is expected to provide thoughtful analysis on the topic. Relate your paper to broader procurement and contract management issues, as discussed throughout the course. You are encouraged to add your own opinions, but those opinions should be carefully considered and supported by evidence. You are building on the work you’ve completed in the discussion forums and Critical Thinking Assignments. Be sure to incorporate feedback you have received along the way.
  • A conclusion.

Your paper should be eight to ten pages in length (not counting the cover and reference pages that you must include), well-written, and formatted according to the APA Requirements

The cognitive and non-cognitive abilities relating to Emotional Intelligence

Describe the cognitive and non-cognitive abilities relating to Emotional Intelligence. Provide an example of how you might use EQ in your daily life. Respond to at least two of your peers for this posting with suggestions that might work for them within their daily lives.

AN SAMPLE RESPONSE FROM A FORMER STUDENT After reading about cognitive and non-cognitive abilities in relation to emotional intelligence, I gleaned that we need to recognize that cognition refers to the mental functions and results involved while gaining knowledge with the fullest degree of comprehension.  These functions include an individual having to think, remember, reach a solution to problems, and perhaps having to make judgments. Whereas non-cognitive abilities more or less include being persistent in trying to gain knowledge or learn how to develop one’s communication and interpersonal skills.

According to the text, “Emotional Intelligence reflects a person’s ability to detect and manage emotional cues and information” (Baack, 2012, Section 3.2). On a daily basis I observe myself and others’ ability to identify, determine the significance of value of ourselves and motivation while controlling our emotions at the same instance. This is my personal description of emotional intelligence.

Having passed 60 years of age, I have learned to apply my emotional intelligence to its fullest extent because of having worked with people of much diversity, because my job function required speaking with people in every city in the United States who wanted to advertise with AT&T.  When I was first assessed, I fell short on a few qualifications, however they were trivial and I was approved and given a period of improvement. I learned and improved tremendously over the next 25 years.