1. A simple organizational structure is also known as a __________ structure.

• multidivisional

• line-and-staff

• three-dimensional

• matrix

2. Camille, a classmate of yours, has recently received a job offer to join Everlanes remote customer experience team, which would enable her to work from home. Everlane is a fashion brand that targets the ethically minded with minimalist basics. However, in the summer of 2020, Everlanes internal investigators found that insensitive terms were used while discussing black models; that leaders violated employees personal space by touching them, and used inappropriate terms when referring to people of color; that new hires felt isolated and unwelcome; that there was a lack of consistent policies around promotions; and that there were no formal processes to effectively escalate harassment or discrimination. Everlanes remote customer, however, has no opportunities for career growth and none of the start-up perksannual retreats, kombucha on tapenjoyed by full-time colleagues at headquarters in San Francisco. What change in policy is most likely to be effective in trying to attract Camille to work at Everlane?

• docking the pay of employees who become whistleblowers when the company does something unethical

• providing a safe, comfortable, and attractive working environment; enticing perks; and fringe benefits

• strictly enforcing all rules in the employee handbook with the use of fines

• providing outplacement services for new recruits that dont make the cut

• coercion of employees via explicit orders and implicit threats

3. If you were developing an incentive system designed to help drive successful strategy execution at your automotive service and repair business, which compensation and reward system would you most likely adopt?

• Lengthen the time between achieving the target performance outcome and the payment of the reward to sustain performance beyond the short term.

• Tie incentives to performance outcomes that are directly linked to and supportive of good strategy execution and financial performance.

• Make the performance payoff a minor, not major, piece of the total compensation package and administer the rewards on a subjective basis.

• Make sure the performance targets that each individual or team is expected to achieve involve outcomes beyond their control because unforeseen external factors may impact the business.

• Create a reward system that involves 50 percent nonmonetary rewards for nonmanagers only.