i need answer to question 1

Case #2: The New Supervisor's Request Having done well as a stat accountant in the accounts payable section of a major industrial firm for several survival in his intensely bureaucratic organization. It is thus not surprising that he felt relaxed and unconcerned years since his graduation from college, Steven fell that he had learned much about the ins" and "outs" of upon entering the company's employee lounge on Tuesday at 4:00 PM to attend the late-afternoon welcome reception for his new accounts payable senior manager. The new senior manager of accounts payable, Kristin, had been transferred to Steven's division from a similar efficiency of operations there. A no-nonsense type of boss, Kristin was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career. At the welcome reception, Kristin circulated through the room, introducing herself to her new subordinates both junior managers and staff accountants) and nicing each of them if they had any suggestions that would help make the account payables section a better place to work When she approached Steven, Steven told her about something irksome that had been on his mind lately specifically, that in his opinion, some of his staff accountant colleagues have gained promotions and been given opportunities to work overtime based on their personni relationships with certain junior managers in the accounts payable section rather than on the quality of their work. In reply, Kristin politely stated that she would do everything that she could to see that whatever it was hie (Steven) was referring to would have no place in the accounts payable division she would lead. Upon his arrival at work on Wednesday (i.c.. the next day), Steven received a phone call from Kristin's administrative assistant asking that he meet with Kristin later that morning. Steven had barely entered Kristin's office for the meeting when she looked him straight in the eye and said, "I will not tolerate individuals in this division who are not good team players. Yesterday atternoon you led me to believe that there are people in this accounts payable office who are not acting in the best interests of the company, and I want to know who they are. I want you to tell me the names of the people you were referring to and I want you to keep me informed if you see anyone hurting this division or company or live got to think that maybe you're part of the problem around here." Stunned by both the tone and content of her statement, Steven quickly tried to think of a way to respond. 1. Should Steven give Kristin the names of those stati accountant colleagues he believes have benefited from their personal relationships with junior managers and/or the junior managers in question? For Steven, what are some of the advantages and dididvantages of doing so (or not doing so) that influenced your position? In your response, please be sure to consider both potential short and long-term effects, as well as the risks Steven may be taking by choosing to share or not share some or all of these details with Kristin. 2. Do you believe Kristin's request is appropriate? Do you find certain aspects of her request more appropriate than others? Why or why not? Case #2: The New Supervisor's Request Having done well as a staff accountant in the accounts payable section of a major industrial firm for several years since his graduation from college, Steven felt that he had learned much about the "ins" and "outs" of survival in his intensely bureaucratic organization. It is thus not surprising that he felt relaxed and unconcerned upon entering the company's employee lounge on Tuesday at 4:00 PM to attend the late-afternoon welcome reception for his new accounts payable senior manager, The new senior manager of accounts payable, Kristin, had been transferred to Steven's division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A no-nonsense type of boss, Kristin was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career. At the welcome reception, Kristin circulated through the room, introducing herself to her new subordinates (both junior managers and staff accountants) and asking each of them if they had any suggestions that would help make the account payables section a better place to work When she approached Steven, Steven told her about something irksome that had been on his mind lately - specifically, that in his opinion, some of his staff accountant colleagues have gained promotions and been given opportunities to work overtime based on their personal relationships with certain junior managers in the accounts payable section rather than on the quality of their work. In reply, Kristin politely stated that she would do everything that she could to see that whatever it was he (Steven) was referring to would have no place in the accounts payable division she would lead. Upon his arrival at work on Wednesday (i.e., the next day), Steven received a phone call from Kristin's administrative assistant asking that he meet with Kristin later that morning. Steven had barely entered Kristin's office for the meeting when she looked him straight in the eye and said, "I will not tolerate individuals in this division who are not good team players. Yesterday aftemoon you led me to believe that there are people in this accounts payable office who are not acting in the best interests of the company, and I want to know who they are. I want you to tell me the names of the people you were referring to, and I want you to keep me informed if you see anyone hurting this division or company - or, I've got to think that maybe you're part of the problem around here." Stunned by both the tone and content of her statement, Steven quickly tried to think of a way to respond. 1. Should Steven give Kristin the names of those stall accountant colleagues he believes have benefited from their personal relationships with junior managers and/or the junior managers in question? For Steven, what are some of the advantages and disadvantages of doing so (or not doing so that influenced your position? In your response, please be sure to consider both potential short-and long-term effects, as well as the risks Steven may be taking by choosing to share, or not share, some or all of these details with Kristin. 2. Do you believe Kristin's request is appropriate? Do you find certain aspects of her request more appropriate than others? Why or why not