Fatma, a young divorcee with one child, had a record of frequent tardiness as an assembler in an electronics plant. Her supervisor, Ali Salim, scolded her several times about her delay, and each time Fatma improved for two or three weeks but then lapsed back into her usual pattern. At about this time, Ali Salim attended a company training program for supervisors, so he decided to try the supportive approach with Fatma. The next time Fatma was tardy, Ali Salim approached her, concerned about what might have caused her delay. Rather than scolding her, Ali Salim showed a genuine interest in Fatma problems, asking, "How can I help?" and "Is there anything we can do at the company?" When the discussion focused on delays in getting the child ready for school early in the morning, Ali Salim arranged for Fatma to talk with other mothers in the department. It was evident that the supportive approach influenced Fatma's behaviour. When Fatma spoke about the distance she had to walk to catch a bus, Ali Salim worked with the personnel department to get her into a dependable carpool. Although the new carpool undoubtedly helped, the important point was that Fatma seemed to appreciate the recognition and concern expressed. Hence, she was more motivated to come to work on time. She also was more cooperative and interested in her job. An important by-product was that Ali's job became easier because of Fatma's better performance. Answer the following questions: Q1. Write a summary of the above episode. (1Marks) Q2. Remember the organization behavioural models you studied in Chapter 2. Which behavioural model would you see Ali Salem used before his training, and which model did he adapt after the training. (1 Mark) Q3 Do you think that the company's system needs to change about some exceptional circumstances? And way? (1.5 Marks) Q4 What would happen if Ali Salem decided to punish Fatima without looking at her reasons? (1.5 Marks)