Agribusiness Management 6th Edition Freddie L. Barnard, John Foltz, Elizabeth A. Yeager, Brady Brewer - Solutions

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What are your self-care tools?
If you draft an Emotional Continuity Management Plan for your company what would be the key features necessary to get buy-on from administration and line staff
What is your definition of healthy? Dysfunctional?Pathological?
What are some signs of behaviors that are normal in small amounts but have more risk potential if they are more frequent or extreme?
What are the biases of your company about impaired employees?
What are your biases about mental illness?
If you ranked the importance of public trust, curb appeal, customer service, or reputation on a scale of 0–10 (zero meaning small and 10 meaning big), how would your company stand when compared to your top 5 competitors? What emotional issues would risk your standing? What emotional issues would
Can you find several articles in your local paper that refer to emotions at the work site?
What can your company afford to spend on emotional spinning annually?
How do you think the following changes affect emotions in your company?Increase in women in the labor force Paid maternity leave for men and women.Divorce and parenting changes Increase in the diagnosis of children with ADHD Grandparents raising kids Terrorism rumors and threats
How would you recognize and emotional spin in your company?What would cause it?
How do your employees handle stress?
What happens if an emotional F-2 touches down in your department?
If there were a large, unexpected, sudden disaster to happen 15 minutes from now, what would you have available to assist employees to deal with their emotional reactions and responses?
Compare the amount of money your company spends on Business Continuity, IT Continuity, and Emotional Continuity? What does this mean to your people?
Have any of your employees experienced a significant natural or manmade disaster? What insight could they offer you in terms of emotional continuity?
List as many possible natural and man-made disasters that could happen during a work day. What kind of disasters have happened in your region of the country where you are located?
Do you think Emotional Continuity drills would change how your employees might manage their emotions during a real emergency?How?
How would emotional continuity drills, policies, procedures, and 100% buy-in be a value-added strategy for your company? Would that answer change if your company were facing a disaster?
What kind of “emotion” or “feeling” words are included in your company mission or vision statements? Count how many items reflect objects and how many items reflect human feelings. What does that say about your corporate culture?
Does your organization have an anti-bullying policy? Does it recognize emotional terrorism? How would you convince a reluctant executive to see the need for a wide-ranging anti-bullying policy?
What does it mean to the bottom line to have buy-in from the topdown and the bottom-up? What would 100% buy-in look like in your company?
Does each module include practice time and drills for new tools, language, and concept acquisition? Adjustment and absorption of new ideas takes time and familiarity.
Has there been buy-in from the top? The top-down process allows the administration/management to discover which employees are on board, which are potential emotional saboteurs, and which are simply trainable “problem children.”
Do follow-up meetings provide creative input and collaboration from all members?
Is attending mandatory? Mandating attendance creates a sense of unity among participants and immediately limits options for spinning.
Does each module of training follow the same “scripted”procedure so that the information is uniform and repeatable?
How well prepared are you to manage emotions resulting from a catastrophic disaster?
How well prepared are you to manage extreme emotions in the workplace?
How well do personnel know what they should do in an emergency to care-take their emotions?
How supportive is the administration to providing pamphlets, books, literature, posters, media education, and other hard-copy information on emotional continuity management planning?
How supportive is the administration to creating cooperative partnerships with other emergency response agencies prior to a disaster or emotional event?
How supportive is the administration to providing opportunities for training management?
How supportive is the administration to providing opportunities for training employees in emotional management?
How financially supported is the emotional continuity management plan?
How extensive are the opportunities to drill for emotional emergencies?
How well supported is the need to practice and drill for emotional emergencies?
How well have other departments supported the emotional continuity management plan?
How well have other departments in the company been informed or notified about administrative buy-in?
How completely has the emotional continuity management plan been incorporated into the emergency management plan of the company?
How well does administration support the emotional continuity management plan?
Consider Todd’s story. The ringleaders who led their immature co-workers in the cruel campaign of tormenting Todd probably excused it as “teasing” or humor, part of a lighthearted departmental culture. From what you have read so far, you can now identify this behavior as bullying or emotional
Discuss the topic of “personal power” and “vulnerability.”How does this fit into any consideration of emotional continuity management for the protection of the bottom line of your organization?
What are your rules about “feelings”? Did you learn those rules in your family of origin or elsewhere? How does that affect your relationship to other people having emotions?
How do you think employees should manage their small and large emotions?
If you recognized you were working with an emotional terrorist, what strategies would you use to stay out of the line of fire to avoid becoming a target?
What is your emotional range? Can you describe the markers on your emotional thermometer?
Under what circumstances would it protect the company’s bottom line to bring the topic of emotional terrorism to the forefront and create plans to manage these individuals?
Do you think it is ethical to warn people about emotional terrorism in the workplace? Why? Or, why not?
Examine a personal experience working with an emotional terrorist. Was the person your supervisor, co-worker, someone who reported to you, or someone outside your office whom you dealt with occasionally? How did you handle it? How did it make you feel about going to work? If you were in the same
Why do you think people don’t want to address issues associated with bullies, emotional terrorists, and extremely difficult employees? What is the resistance to this topic and how would you challenge it?
What strategies can you think of that would positively influence an employee who is operating dysfunctionally? What about someone who is significantly dysfunctional or moving into the range of pathology? How can you retain and empower all levels of employees, even though they may have different
How would a bully in your company threaten the bottom line?Can you imagine a bully’s reaction to a disaster situation? What would you need to consider?
Can you think of some situations you have observed in the workplace that would have been good stories to add to the ones in this chapter? To what extent would you say the upsets (or grief)involved were normal and to what extent were they a sign that one or more of the persons involved needed
After reading this chapter, can you identify some things that you are currently grieving? And if so, can you identify the stages of grief for each item?
Can you list 10 reasons to call in your Emotional Continuity Management Team?
Can you list 10 reasons to call in a Critical Incident Stress Debriefing?
Can you list 10 reasons to call in your EAP provider?
Under what circumstances would you report an episode of gossiping to your boss? What determines benign gossip as opposed to malicious gossip? What is the difference in terms of your policies and procedures for “hurt feelings”?
What are the criteria that are in your policy for calling 911 or Security Services? Can anyone call at any time or does it need to have management approval? What is “enough” to justify a call to 911?
How much can your company afford to spend on one employee who creates emotional spinnings that escalate into “tornadoes?”
Imagine you are having a difficult personal crisis of your own, and then you are faced with stopping a disagreement between two employees who are also experiencing personal crises. What would your strategies be for them and for your own self-care?
Under what circumstances would spinning that is not intentional need outside help? What would that help look like and how would you protect your staff?
What would be the risks in your company/industry if an emotional spin became contagious? Be very specific about the possible costs to your company in finances and goodwill. What level can your employees handle before they need intervention?
Think about an incident that seemed to have everyone in your office unduly “upset.” Now that you think about it, was that perhaps an emotional spin in action? What seems to have started it? What ended it? Were upper level managers ever aware of it? At what point do you consider an emotional
Imagine that a manager says to you, “We’re not baby-sitters.Employees are adults and need to take care of their own emotions. Emotions are not something for line managers to concern themselves with – let HR take care of that weepy stuff.”From what you have read so far, what would be your
What do you think might be some of the financial costs that could accompany a loss of goodwill? Think of examples of companies that – due to inappropriate or violent behavior on the part of employees – suffered financially for loss of goodwill(reputation, brand, etc.).
Once again looking at the medical clinic example, would you have simply fired Zelda? How much do you think the company had been losing per year while she was still employed (think of the year that six office managers quit)? Or, by summarily getting rid of Zelda, would the partners perhaps have run
Think about the medical clinic example given above, considering the claim that the company had saved $2 million in the two years after the disruptive employee left the company. Using the information in this chapter and your own experience, see how well you can do itemizing these costs. Do they add
Have you observed a situation in your community or workplace in which “spinning” emotions left damage in their wake?
What are the purpose and format of an exit interview?
What are the pros and cons of promoting employees from within the agribusiness firm?
What are some examples of “formal in-house” training, and why is training important?
Discuss the objectives of evaluating employee performance and how such an evaluation should be conducted.
Explain the steps involved in job orientation. Think about the most recent job you have held. Were these steps followed when you were introduced to the job? Which ones were followed and which ones were not? How could the organization you worked for have improved their job orientation process? (If
What are the key elements of a good job application?
Draw up a set of job specifications and a job description for a food or agribusiness job with which you are familiar. (This could be a job you have recently held.) Contrast and compare them. What are the main differences? Are there any similarities? How are these two HR tools related?
At what point should an agribusiness hire a full-time HR manager? What are the specific reasons a firm should invest resources in a full-time HR manager?
Discuss the functions of human resource management.
Outline the underlying thoughts behind Vroom’s expectancy theory and work through an example of how a manager might utilize it to motivate employees.
Discuss Maslow’s needs hierarchy and how an agribusiness manager can utilize this theory in managing workers.
Outline the differences in employees as postulated by McGregor’s Theory X and Theory Y, and implications for employee management.
How does the democratic style of leadership work?
Authoritarian leadership is one style of leadership. Outline the pros and cons of this style.
Discuss how status in an organization is defined and how it affects individuals in the agribusiness.
The line organization is one type of organizational structure. Discuss the advantages and disadvantages of this type of business set-up.
Some businesses have a “flat” organizational structure. What principle is at work in these firms and what advantages does it have?
Explain why delegation is important in managing a business. Give an example of a task or project that was delegated to you by a manager or supervisor and describe how you carried out the task. Give a further example of a task or project you have delegated to someone else, how you assured that the
Discuss the span of control principle and what factors influence it.
Explain the differences between the formal and informal organizational structure of an agribusiness.
Pick a food or agribusiness of your choice. Describe its physical distribution system.Try to describe each of the components of a physical distribution system outlined in the chapter for the business you choose.
What are the advantages and disadvantages of an MRP system? And a JIT system? In your opinion, which would be better for a fast-food restaurant?
Why might inventory levels be minimized and why might some level of inventory be acceptable?
What are the principal activities of purchasing? Explain some of the factors to consider in selecting a supplier.
What are some of the objectives of an efficient supply chain management system? How have these objectives changed over time?
Why is supply chain management important in an agribusiness firm? Describe the various functions and responsibilities of supply chain management.
For either a job you have held, or a job held by someone you know, carefully explore the design of the job. Evaluate both the social environment and the physical environment of the job you have selected.
What are some of the factors that may be considered in determining the optimal capacity for a food or agribusiness firm?
What factors are involved in the choice of plant or facility location? Name some food and agribusiness companies whose locations reflect consideration of these factors.
Differentiate between the four types of plant or facility layouts and give an example of a specific agribusiness that might employ each layout. Visit a food or agribusiness firm of your choice. Map the layout of the facility and identify the type of facility layout used by the food or agribusiness

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Agribusiness Management 6th Edition Freddie L. Barnard, John Foltz, Elizabeth A. Yeager, Brady Brewer - Solutions

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