can you please do it as soon as possible 2 and 3 question from given information.

Define motivation and explain how Don and his five direct reports can use it to get employees into the right mindset about how managers are suppose to be leaders. Don Davis is the director of reloading operations for Economy Moving and Storage, a large international shipping company. Due to a corporate reorganization, over 1,300 employees had their jobs eliminated. Don was recently transferred to the Dublin center, where he would be in charge of five front-line supervisors who direct the operations of 90 employees. Don was thankful for the opportunity and was looking forward to the challenge and responsibilities in his new position, but he would miss the camaraderie that he had at the previous location. Maintaining contact via Facebook and e-mail was not the same. In Don's first week on the job, it became obvious that the Dublin center had some serious problems that needed to be corrected quickly. He became aware that many customers were complaining that the packages shipped from the Dublin center arrived at their destinations late or in poor condition. For a company that prided itself on quality customer service and timely delivery, these conditions were not acceptable, and it was Don's responsibility to correct the situation. The first thing Don did was gather information regarding the customer complaints. When he checked with Holly Henderson, the human resources director, to gather information on the employee characteristics at the Dublin center, Don discovered that his center had a high rate of employee turnover and lost time injury rates. Absenteeism and tardiness were running rampant, and the number of employee grievances had increased in the past six months. Realizing that unhappy employees equal poor customer service, Don decided to meet with the supervisors to understand why employees were performing below expectations. During the meeting, Don illustrated the last three months' performance results to Amy, Steve, Joe, Sue, and Ryan and asked for their input. Amy, a long-term supervisor, pointed out that the conditions in which the employees work were sometimes terrible. "We have had record high temperatures during the month of June," she said. "Last week, it was over 100 degrees in here. How can you expect people to perform in such extreme heat? This place is not air-conditioned and it is awful!" During the meeting, Don illustrated the last three months performance results to Amy, Steve, Joe, Sue, and Ryan and asked for their input. Amy, a long-term supervisor, pointed out that the conditions in which the employees work were sometimes terrible. We have had record high temperatures during the month of June," she said. "Last week, it was over 100 degrees in here. How can you expect people to perform in such extreme heat? This place is not air-conditioned and it is awful!" Ryan, the newest of the supervisors, added, "Most workers are part-time. Some of them have other part-time jobs or are working here while they attend school. They come here tired and with other things on their minds. Most of the injuries I see are directly related to a lack of concentration. They make stupid mistakes. Even during our safety meetings, many workers seem bored and do not seem to pay attention." Steve complained, "The job the employees perform is very repetitious. They seem bored and lack enthusiasm. In fact, on several occasions employees have pointed out that their work is mindless, not satisfying, and needs changes. If you ask me, boredom is the main problem with employee performance." Steve said, "I think the performance of some of our employees is affected by a few 'bad apples. Overall, most of our people are good workers. They want to do a good job. I've seen them getting frustrated because of a poorly performing co-worker who needs to be reprimanded. I can't do anything about it; we are often short staffed and if I discipline someone, he or she will probably quit. That's how it was last week when I leaned on Reuben about his job performance. He essentially said, 'take this job and shove it! Our employees know what to do, but they sometimes just don't feel they need to do it or do it the right way. Even when I plead with them to improve or threaten to write them up, it doesn't work. If I could only get the poor performers motivated, I think the rest would fall in line and overall performance would improve." Last, Sue chimed in, "I have trouble motivating my workers. Just yesterday, one of my best workers left with a knee injury and the others failed to pick up the slack. If we don't find a way to motivate our people and improve performance, none of us will have a job." The real question is: "What can Don do to help his front-line supervisors do a better job of motivating their workers to perform better?" He knew that pay increases were not possible. He knows he will have to do something quickly. What should he do? 2. Define motivation and explain how Don and his five direct reports can use it to get employees into the right mindset about how managers are suppose to be leaders. 3. Why might some of the employees not be willing to do the best job possible to preserve their job at Economy Moving and Storage