Orgnet LLC is a company that provides software, training, and consulting in the application of network analysis to organizations. You've recently contracted Orgnets services to provide a comprehensive map of the social network of Monarch Manufacturings sales staff. After collecting data via surveys, interviews, and observation, Orgnet provided a snapshot of the network (see below). In this network, the circles represent employees. Solid lines connecting circles represent formal ties relationships that are the product of the organizations structure and hierarchy. An example of a formal tie is between employees that share common clients. Dashed lines connecting circles represent informal ties relationships that have formed spontaneously. An example of an informal tie is between employees who share common interests and often socialize. Based on your understanding of how social networks can be used to predict employee attitudes and behaviors, answer the following two questions.

Due to an economic recession, Monarch Manufacturing is considering downsizing the sales staff. A recent study on the effects of downsizing on organizational survivors (the individuals who survive the layoffs and retain their jobs) showed that organizational commitment often decreases and voluntary turnover rates surge following corporate layoffs. Compare employees "C" (Chantel) and "D" (Dorian). Given the social network above, and assuming Chantel and Dorian contribute equally to the organization, which employee would you recommend that Monarch Manufacturing downsize in order to minimize the chance of voluntary turnover of "survivors" in the months following the downsizing? What led you to this conclusion?

Appendix A: Employee Attitudes Survey Monarch Manufacturing understands the value of fostering a positive environment characterized by favorable attitudes among employees towards their jobs, fellow workers, and the organization as a whole. Every 6 months, each employee at Monarch Manufacturing completes an Employee Attitude Survey which assesses their attitudes and feelings across a variety of workplace domains. Below is a summary of results from the most recent survey. Across each dimension, higher scores reflect that the employee perceives more of the given dimension at work (e.g., higher "stress" scores reflect more stress at work; higher "job satisfaction" scores reflect more job satisfaction at work). Appendix B: 360 Performance Evaluations In addition to the Employee Attitudes Surveys, Monarch Manufacturing conducts 360 Performance Evaluations on a semiannual schedule. During these assessment periods, each employee's performance is rated by at least one of the employee's supervisors, one of the employees' coworkers, and one of the employees' customers. In addition, each rater evaluates the employee's task performance as well as his/her citizenship behaviors. The results from the previous year's evaluations are included below. In all cases, higher scores reflect more positive evaluations of the particular employee on the particular performance dimension