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1. The Morgan Corporation has two different bonds currently outstanding. Bond M
has a face value of $20,000 and matures in 20 years. The bond makes no
payments for the first six years, then pays $800 every six months over the
subsequent eight years, and finally pays $1,000 every six months over the last six
years. Bond N also has a face value of $20,000 and a maturity of 20 years; it
makes no coupon payments over the life of the bond. If the required return on
both these bonds is 8 percent compounded semiannually, what is the current price
of Bond M? Of Bond N?
2. Bond P is a premium bond with a 9 percent coupon. Bond D is a 5 percent coupon
bond currently selling at a discount. Both bonds make annual payments, have a
YTM of 7 percent, and have five years to maturity. What is the current yield for
Bond P? For Bond D? If interest rates remain unchanged, what is the expected
capital gains yield over the next year for Bond P? For Bond D? What is the
holding period return for each bond? Explain your answers and the
interrelationship among the various types of yields.
3. Pembroke Co. wants to issue new 20-year bonds for some much-needed
expansion projects. The company currently has 10 percent coupon bonds on the
market that sell for $1,063, make semiannual payments, and mature in 20 years.
What coupon rate should the company set on its new bonds if it wants them to sell
at par?
2
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Identifying Relationships Between VariablesPrior to beginning work on this assignment, read Chapter 4 of your textbook, including the “Cost of Living Brief Case” at the end of Chapter 4 on page 143, and access the Numbeo Cost of Living (Links to an external site.) webpage.Textbook Sharpe, N. D., De Veaux, R. D., & Velleman, P. F. (2019). Business statistics (4th ed.). Retrieved from https://www.redshelf.comIn this assignment, you will be analyzing the cost of living in any U.S. city and creating a scatterplot to identify the relationships between variables. You may want to choose the city you live in, the city you were born in, or a city you may be interested in moving to in the future.Go to the Numbeo Cost of Living (Links to an external site.) web page. In the “Select City” search box, type in the name of your city until it appears in the drop-down menu. Select your desired city. Note: For an accessible version of cost of living data, please contact your instructor.A summary, along with cost of living index for the city you selected, will be displayed in the box at the top of the page. You will also see a breakdown of items with their associated cost. The first column is the item name, the second column is the cost of the item in your city, and the third column is the range of the cost for that item.For this assignment, you need the first data item for each category and associated cost listed in the second column. For example, for “Utilities (Monthly),” choose the value for the first item under it—i.e., “Basic (Electricity, Heating, Cooling, Water, Garbage) for 915 sq ft Apartment.” For “Rent Per Month,” choose the value for the first item under it—i.e., “Apartment (1 bedroom) in City Centre.”It is recommended that you use Excel to compile and analyze the data. Instructions for using Excel and other tools are on pages 139 to 142 of your text. However, you are welcome to use the tool of your choice.Choose the following categories from the list (in your paper, call them 1–5 as listed below) and the numeric data from the first item listed in the dataset:Utilities (Monthly)Basic utilities (electricity, heating, cooling, water, garbage) for 915 square foot apartmentSports and LeisureFitness club, monthly fee for one adultChildcarePreschool (or kindergarten), full-day daycare, private, monthly for one childRent Per MonthApartment (1 bedroom) in city centreSalaries and FinancingAverage monthly net salary (After Tax)In your Excel spreadsheet or tool of your choosing, you will have a table with five rows and two columns. The first column is numbered 1 through 5 and the second column will be the cost associated with the line item under the category for your city. In your Excel spreadsheet or other tool,Draw a scattered graph of the above selected data set.Display the regression line (also called trendline, linear model, and line of best fit) for the above categories in your city.Display the equation for the linear model and the R2 value on the graph. In Excel, right click on the line graph to display the options, scroll down and select the boxes for display equation on chart and display R-squared on chart options.Provide a URL of the website with your data along with your excel spreadsheet of the graph with equation and R2 valueAnalyze your findings on the best and worst predictor among these categories on the cost of living in your city.Assess the relationship between the variables, including any causation, correlation, or influences between the variables.
Case Analysis: Rick's New Job
Case Analysis: Rick's New Job*** Label and answer each question in
full with complete sentences. Paragraphs must consist ...
Case Analysis: Rick's New Job
Case Analysis: Rick's New Job*** Label and answer each question in
full with complete sentences. Paragraphs must consist of at least 5
complete sentences***Plagiarism report must be attached***Original and
graduate level work ***Follow all instructions to the letter**** 2
scholarly sources are required!!! I am putting the case study at the
bottom of assignment.....
Read the Rick’s New Job case analysis at the end of
Chapter 3 of the Blanchard and Thacker (2013) text. In an 800 to
1,000 word paper (excluding the title and reference pages),
respond to the following case questions:
Explain why Rick was let go and how reinforcement theory applies to this situation. Explain Rosie and Walter’s reaction to Rick’s computer
in terms of resistance to change. Use the concepts in this chapter to
explain how Rick might have approached the computer situation so as to
gain acceptance. Explain Rick’s inability to “fit in” using social learning theory. Identify where breakdowns occurred. If Val hired you to develop a management training
program for the senior managers at PPP, explain how you would go about
designing the program. Provide appropriate theoretical rationale to
support your position.
Your paper must be formatted according to APA style as
outlined in the Ashford Writing Center. Your paper must also include
citations and references for the Blanchard and Thacker (2013) text and
at least two scholarly sources from the Ashford University Library. An
Abstract is not required. Use APA formatted headings, rather than
numbers, to delineate your response to each case question. For example,
the following headings (or equivalent) can be used to identify each
section of your paper:
Reinforcement Theory Resistance to ChangeSocial Learning TheoryDesigning a Management Training Program
The paper
Must be 800 to 1,000 words, double-spaced (excluding
title and references pages) and formatted according to APA style as
outlined in the Ashford Writing Center.Must include a separate title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust use at least two scholarly sources in addition to the course text.Must document all sources in APA style as outlined in the Ashford Writing Center.Must include a separate references page that is formatted according to APA style as outlined in the Ashford WritingMust include a separate references page that is formatted according to APA style as outlined in the Ashford Writing CenterCase Analysis: Rick's New JobRick
recently received an MBA. In university, he was known as smart,
hardworking, and friendly. His good grades landed him an internship with
Peterson Paper Products (PPP) to head their sales department. Near the
end of the internship, Val Peterson, the president and founder of the
company, asked Rick to meet him after work to discuss the future.Peterson Paper ProductsVal
Peterson founded PPP 17 years ago. It purchases raw paper of varying
grades and produces paper stock for business, personal stationery, and
greeting cards. Its annual sales topped $15 million, and it employs 80
to 90 people, depending on demand. Sales gradually declined over the
last two years after steady and sometimes spectacular growth during the
previous seven years. Competition increased markedly over the last three
years, and profit margins dwindled. Although PPP is known for the high
quality of its products, consumers are shifting from premium-priced,
high-quality products to products with higher overall value. Through all
of these changes, PPP maintained a close-knit family culture. At least
half of the employees have been with the company since the beginning or
are friends or relatives of the Petersons or Mr. Ball, Val’s partner.Val
Peterson, 53, holds the majority of stock in this privately held
company that he founded. He began working summers in a paper company
during high school. He supervised a shift at a paper plant while he went
to college at night. After graduation, he worked at increasingly higher
management levels, occasionally switching employers for a promotion.
Eighteen years ago, he quit his vice presidency with a major paper
product manufacturer to start his own company. Employees see him as
charismatic, even-tempered, and reasonable. He spends most of his time
and energy on company business, putting in 12-hour days.Rosie
Peterson, 50, is Val’s wife and the controller for the company. She
holds 5 percent of the company stock. Rosie never went to college, and
her accounting methods are rather primitive (all paper and pencil).
Nonetheless, she is always on top of the financial picture and puts in
nearly as many hours as Val. She exerts a great deal of influence on the
operations and direction of PPP.Walter Ball, 61, is both Mr.
Peterson’s friend and business partner. He owns 25 percent of the stock
and has known Val since before the start of PPP. He is VP of operations,
which means that he oversees the computer information systems that run
the paper production process and handles the technical side of the
business. He is not current on the latest computer or manufacturing
technology, but he loves the paper business. He says he will probably
retire at 65, but most say they will believe it when they see it.Diane
Able, 41, is the customer service manager and is married to Steve Able,
the chief engineer. Diane worked her way up in the company over the
last 10 years. She is often asked to assist Mr. Peterson with projects
because of her common sense, and he trusts her to keep information to
herself.Rick’s OfferWhen Rick met Mr. Peterson to
“discuss the future,” he was nervous. He knew that Mr. Peterson liked
his work so far, but did not know if it was enough to extend his
internship another six months. So far, he had worked with Mr. Peterson
only on special projects and did not know the rest of the management
group well. He was flabbergasted when Mr. Peterson said, “I was thinking
that you might like to work here at PPP full-time and help us out with
our sales department.”The two of them discussed the problems in
the sales area and talked about what could be done to boost sales. Rick
agreed to start the next Monday. During this conversation, Rosie walked
in and suggested that they all go out to dinner. At dinner, Rosie
emphasized to Rick that PPP was a family operation, down-to-earth and
informal. “You probably shouldn’t try to change things too quickly,” she
warned. “People need time to get used to you. You have to remember,
you’re an outsider here and everyone else is an insider.” Then Val moved
the conversation back to what the future could be like at PPP.Rick’s AwakeningDuring
the first few days at work, Rick spent time getting to know the plant
and operations, meeting all the employees, and familiarizing himself
with the problems in sales. He met with Val each morning and afternoon.
He also met with the key managers, not only to introduce himself but
also to convey his desire to work collaboratively with them in
addressing the problems in sales. He was conscious not to flaunt his
university education and to convey that he recognized he was a newcomer
and had a lot to learn. In the middle of his second week, Val told him
that his reception by the other employees was going very well: “Your
enthusiasm and motivation seem to be contagious. Having you join us
shows them that things need to change if we’re going to reach our
goals.”Rick noticed, however, that the managers always went out
in groups, and he had not been invited along. Also, he was not included
in the informal discussion groups that formed periodically during the
day. In fact, the conversation usually stopped when he approached.
Everyone was friendly, he thought; maybe it would just take a little
more time.By his third week, Rick identified some of the problems
in the sales department. Among the four salespeople, morale and
productivity were moderate to low. He could not find any sales strategy,
mission, or objectives. The records showed that Val was by far the
leading salesperson. The others indicated that Mr. Peterson “always
works with us very closely to make sure we do things right. If he senses
there might be a problem, he steps in right away.” After formulating a
plan, Rick discussed it with Mr. Peterson. “First, I would like to
institute weekly sales meetings so we keep everyone up to date. I also
want to create a centralized sales database,” he told him. Mr. Peterson
smiled and agreed. Rick felt he was finally a manager. He did feel that
he should have mentioned his idea for creating a sales department
mission and strategy, but recalled Rosie’s caution about not moving too
fast.Rick discussed with Mr. Ball the possibility of using the
centralized computer system to run word processing and spreadsheet
software on terminals. Mr. Ball was concerned that outsiders could
access the data in the spreadsheets. Anyway, he did not think the system
could handle that task because its primary function was production.
Puzzled, Rick asked if a PC could be allocated to him. Mr. Ball said
that no one in the company had one.“Well,” Rick thought, “I’ll
just have to bring mine from home.” The next Monday Rick walked through
the office carrying his computer. Several of the other managers looked
at him quizzically. Making light of it he said, “I’m not smart enough to
keep everything in my head and I do not have enough time to write it
all down on paper.” As he was setting up the computer, he got a call
from Val: “Rick, that computer you brought in has caused a heck of a
ruckus. Can you lie low with it until I get back late this afternoon?”
Rick thought Val sounded strained but chalked it up to overwork. Rick
agreed and left the computer on his desk, partly assembled. Five minutes
later, Rosie walked into his office.“Do you think it’s funny
bringing that thing in here? What are you trying to prove—how backward
we all are? How much better you are with your big initials behind your
name? You’re still an outsider here, buster, and do not forget it.”Rick
tried to explain how much more productive the sales department would be
with a computer and that he had tried to use the company’s computer
system. However, Rosie was not listening: “Did you think about checking
with me before bringing that in? With Val or even Walter? Don’t you
think we have a right to know what you’re bringing in here?” Rick knew
argument would do no good, so he apologized for not checking with
everyone first. He said he had a meeting with Val later to talk about
it. Rosie said, “Good, talk to Val, but don’t think he calls all the
shots here.”At the meeting with Val, Val agreed that the computer
would certainly help solve the problems in sales: “But, you have to be
sensitive to the feelings of Rosie and the other managers. It would be
best if you did not use the computer for a while until things calm
down.”The next day Walter walked into Rick’s office. He told Rick
that he had moved far too fast with the computer: “That’s not how it’s
done here, son. Maybe you’re spending too much time listening to what
Val says. He isn’t really the one to talk to about these kinds of
issues. Next time you just ask old Uncle Walter.”Rick spent the
next few weeks building the database by hand and conducting sales
meetings with his staff. He tried to set up meetings with Mr. Peterson,
but Val was usually too busy. One day, Rick asked Diane Able about not
being able to see Mr. Peterson and she said, “You know, you monopolized a
lot of his time early on. Those of us who worked closely with him
before you came were pushed aside so he could spend time with you. Now
it’s your turn to wait.”“Are you the one who’s been spending all the time with him?” Rick asked.“Well,
it’s been me and some of the other managers. We’ve really been taking a
beating in sales, so we need to figure out how to reduce our costs,”
Ms. Able answered.A few weeks later, Rick was called in to Val’s
office. Val began, “Rick, you know we’ve been going through some bad
times. We’re reducing head count and I’m afraid you’re one of the people
we’re going to let go. It has nothing to do with your work. You haven’t
really been here long enough to have either succeeded or failed. It’s
just that we had unrealistic expectations about how quickly things in
sales would turn around. I feel terrible having to do this and I’ll do
everything I can to help you find another job.”After packing his
things and loading up the car, Rick sat in his car and stared out of the
window. “Welcome to the real world,” he thought to himself.
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University of Arizona Identifying Relationships Between Variables Discussion
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Identifying Relationships Between VariablesPrior to beginning work on this assignment, read Chapter 4 of your textbook, including the “Cost of Living Brief Case” at the end of Chapter 4 on page 143, and access the Numbeo Cost of Living (Links to an external site.) webpage.Textbook Sharpe, N. D., De Veaux, R. D., & Velleman, P. F. (2019). Business statistics (4th ed.). Retrieved from https://www.redshelf.comIn this assignment, you will be analyzing the cost of living in any U.S. city and creating a scatterplot to identify the relationships between variables. You may want to choose the city you live in, the city you were born in, or a city you may be interested in moving to in the future.Go to the Numbeo Cost of Living (Links to an external site.) web page. In the “Select City” search box, type in the name of your city until it appears in the drop-down menu. Select your desired city. Note: For an accessible version of cost of living data, please contact your instructor.A summary, along with cost of living index for the city you selected, will be displayed in the box at the top of the page. You will also see a breakdown of items with their associated cost. The first column is the item name, the second column is the cost of the item in your city, and the third column is the range of the cost for that item.For this assignment, you need the first data item for each category and associated cost listed in the second column. For example, for “Utilities (Monthly),” choose the value for the first item under it—i.e., “Basic (Electricity, Heating, Cooling, Water, Garbage) for 915 sq ft Apartment.” For “Rent Per Month,” choose the value for the first item under it—i.e., “Apartment (1 bedroom) in City Centre.”It is recommended that you use Excel to compile and analyze the data. Instructions for using Excel and other tools are on pages 139 to 142 of your text. However, you are welcome to use the tool of your choice.Choose the following categories from the list (in your paper, call them 1–5 as listed below) and the numeric data from the first item listed in the dataset:Utilities (Monthly)Basic utilities (electricity, heating, cooling, water, garbage) for 915 square foot apartmentSports and LeisureFitness club, monthly fee for one adultChildcarePreschool (or kindergarten), full-day daycare, private, monthly for one childRent Per MonthApartment (1 bedroom) in city centreSalaries and FinancingAverage monthly net salary (After Tax)In your Excel spreadsheet or tool of your choosing, you will have a table with five rows and two columns. The first column is numbered 1 through 5 and the second column will be the cost associated with the line item under the category for your city. In your Excel spreadsheet or other tool,Draw a scattered graph of the above selected data set.Display the regression line (also called trendline, linear model, and line of best fit) for the above categories in your city.Display the equation for the linear model and the R2 value on the graph. In Excel, right click on the line graph to display the options, scroll down and select the boxes for display equation on chart and display R-squared on chart options.Provide a URL of the website with your data along with your excel spreadsheet of the graph with equation and R2 valueAnalyze your findings on the best and worst predictor among these categories on the cost of living in your city.Assess the relationship between the variables, including any causation, correlation, or influences between the variables.
Case Analysis: Rick's New Job
Case Analysis: Rick's New Job*** Label and answer each question in
full with complete sentences. Paragraphs must consist ...
Case Analysis: Rick's New Job
Case Analysis: Rick's New Job*** Label and answer each question in
full with complete sentences. Paragraphs must consist of at least 5
complete sentences***Plagiarism report must be attached***Original and
graduate level work ***Follow all instructions to the letter**** 2
scholarly sources are required!!! I am putting the case study at the
bottom of assignment.....
Read the Rick’s New Job case analysis at the end of
Chapter 3 of the Blanchard and Thacker (2013) text. In an 800 to
1,000 word paper (excluding the title and reference pages),
respond to the following case questions:
Explain why Rick was let go and how reinforcement theory applies to this situation. Explain Rosie and Walter’s reaction to Rick’s computer
in terms of resistance to change. Use the concepts in this chapter to
explain how Rick might have approached the computer situation so as to
gain acceptance. Explain Rick’s inability to “fit in” using social learning theory. Identify where breakdowns occurred. If Val hired you to develop a management training
program for the senior managers at PPP, explain how you would go about
designing the program. Provide appropriate theoretical rationale to
support your position.
Your paper must be formatted according to APA style as
outlined in the Ashford Writing Center. Your paper must also include
citations and references for the Blanchard and Thacker (2013) text and
at least two scholarly sources from the Ashford University Library. An
Abstract is not required. Use APA formatted headings, rather than
numbers, to delineate your response to each case question. For example,
the following headings (or equivalent) can be used to identify each
section of your paper:
Reinforcement Theory Resistance to ChangeSocial Learning TheoryDesigning a Management Training Program
The paper
Must be 800 to 1,000 words, double-spaced (excluding
title and references pages) and formatted according to APA style as
outlined in the Ashford Writing Center.Must include a separate title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust use at least two scholarly sources in addition to the course text.Must document all sources in APA style as outlined in the Ashford Writing Center.Must include a separate references page that is formatted according to APA style as outlined in the Ashford WritingMust include a separate references page that is formatted according to APA style as outlined in the Ashford Writing CenterCase Analysis: Rick's New JobRick
recently received an MBA. In university, he was known as smart,
hardworking, and friendly. His good grades landed him an internship with
Peterson Paper Products (PPP) to head their sales department. Near the
end of the internship, Val Peterson, the president and founder of the
company, asked Rick to meet him after work to discuss the future.Peterson Paper ProductsVal
Peterson founded PPP 17 years ago. It purchases raw paper of varying
grades and produces paper stock for business, personal stationery, and
greeting cards. Its annual sales topped $15 million, and it employs 80
to 90 people, depending on demand. Sales gradually declined over the
last two years after steady and sometimes spectacular growth during the
previous seven years. Competition increased markedly over the last three
years, and profit margins dwindled. Although PPP is known for the high
quality of its products, consumers are shifting from premium-priced,
high-quality products to products with higher overall value. Through all
of these changes, PPP maintained a close-knit family culture. At least
half of the employees have been with the company since the beginning or
are friends or relatives of the Petersons or Mr. Ball, Val’s partner.Val
Peterson, 53, holds the majority of stock in this privately held
company that he founded. He began working summers in a paper company
during high school. He supervised a shift at a paper plant while he went
to college at night. After graduation, he worked at increasingly higher
management levels, occasionally switching employers for a promotion.
Eighteen years ago, he quit his vice presidency with a major paper
product manufacturer to start his own company. Employees see him as
charismatic, even-tempered, and reasonable. He spends most of his time
and energy on company business, putting in 12-hour days.Rosie
Peterson, 50, is Val’s wife and the controller for the company. She
holds 5 percent of the company stock. Rosie never went to college, and
her accounting methods are rather primitive (all paper and pencil).
Nonetheless, she is always on top of the financial picture and puts in
nearly as many hours as Val. She exerts a great deal of influence on the
operations and direction of PPP.Walter Ball, 61, is both Mr.
Peterson’s friend and business partner. He owns 25 percent of the stock
and has known Val since before the start of PPP. He is VP of operations,
which means that he oversees the computer information systems that run
the paper production process and handles the technical side of the
business. He is not current on the latest computer or manufacturing
technology, but he loves the paper business. He says he will probably
retire at 65, but most say they will believe it when they see it.Diane
Able, 41, is the customer service manager and is married to Steve Able,
the chief engineer. Diane worked her way up in the company over the
last 10 years. She is often asked to assist Mr. Peterson with projects
because of her common sense, and he trusts her to keep information to
herself.Rick’s OfferWhen Rick met Mr. Peterson to
“discuss the future,” he was nervous. He knew that Mr. Peterson liked
his work so far, but did not know if it was enough to extend his
internship another six months. So far, he had worked with Mr. Peterson
only on special projects and did not know the rest of the management
group well. He was flabbergasted when Mr. Peterson said, “I was thinking
that you might like to work here at PPP full-time and help us out with
our sales department.”The two of them discussed the problems in
the sales area and talked about what could be done to boost sales. Rick
agreed to start the next Monday. During this conversation, Rosie walked
in and suggested that they all go out to dinner. At dinner, Rosie
emphasized to Rick that PPP was a family operation, down-to-earth and
informal. “You probably shouldn’t try to change things too quickly,” she
warned. “People need time to get used to you. You have to remember,
you’re an outsider here and everyone else is an insider.” Then Val moved
the conversation back to what the future could be like at PPP.Rick’s AwakeningDuring
the first few days at work, Rick spent time getting to know the plant
and operations, meeting all the employees, and familiarizing himself
with the problems in sales. He met with Val each morning and afternoon.
He also met with the key managers, not only to introduce himself but
also to convey his desire to work collaboratively with them in
addressing the problems in sales. He was conscious not to flaunt his
university education and to convey that he recognized he was a newcomer
and had a lot to learn. In the middle of his second week, Val told him
that his reception by the other employees was going very well: “Your
enthusiasm and motivation seem to be contagious. Having you join us
shows them that things need to change if we’re going to reach our
goals.”Rick noticed, however, that the managers always went out
in groups, and he had not been invited along. Also, he was not included
in the informal discussion groups that formed periodically during the
day. In fact, the conversation usually stopped when he approached.
Everyone was friendly, he thought; maybe it would just take a little
more time.By his third week, Rick identified some of the problems
in the sales department. Among the four salespeople, morale and
productivity were moderate to low. He could not find any sales strategy,
mission, or objectives. The records showed that Val was by far the
leading salesperson. The others indicated that Mr. Peterson “always
works with us very closely to make sure we do things right. If he senses
there might be a problem, he steps in right away.” After formulating a
plan, Rick discussed it with Mr. Peterson. “First, I would like to
institute weekly sales meetings so we keep everyone up to date. I also
want to create a centralized sales database,” he told him. Mr. Peterson
smiled and agreed. Rick felt he was finally a manager. He did feel that
he should have mentioned his idea for creating a sales department
mission and strategy, but recalled Rosie’s caution about not moving too
fast.Rick discussed with Mr. Ball the possibility of using the
centralized computer system to run word processing and spreadsheet
software on terminals. Mr. Ball was concerned that outsiders could
access the data in the spreadsheets. Anyway, he did not think the system
could handle that task because its primary function was production.
Puzzled, Rick asked if a PC could be allocated to him. Mr. Ball said
that no one in the company had one.“Well,” Rick thought, “I’ll
just have to bring mine from home.” The next Monday Rick walked through
the office carrying his computer. Several of the other managers looked
at him quizzically. Making light of it he said, “I’m not smart enough to
keep everything in my head and I do not have enough time to write it
all down on paper.” As he was setting up the computer, he got a call
from Val: “Rick, that computer you brought in has caused a heck of a
ruckus. Can you lie low with it until I get back late this afternoon?”
Rick thought Val sounded strained but chalked it up to overwork. Rick
agreed and left the computer on his desk, partly assembled. Five minutes
later, Rosie walked into his office.“Do you think it’s funny
bringing that thing in here? What are you trying to prove—how backward
we all are? How much better you are with your big initials behind your
name? You’re still an outsider here, buster, and do not forget it.”Rick
tried to explain how much more productive the sales department would be
with a computer and that he had tried to use the company’s computer
system. However, Rosie was not listening: “Did you think about checking
with me before bringing that in? With Val or even Walter? Don’t you
think we have a right to know what you’re bringing in here?” Rick knew
argument would do no good, so he apologized for not checking with
everyone first. He said he had a meeting with Val later to talk about
it. Rosie said, “Good, talk to Val, but don’t think he calls all the
shots here.”At the meeting with Val, Val agreed that the computer
would certainly help solve the problems in sales: “But, you have to be
sensitive to the feelings of Rosie and the other managers. It would be
best if you did not use the computer for a while until things calm
down.”The next day Walter walked into Rick’s office. He told Rick
that he had moved far too fast with the computer: “That’s not how it’s
done here, son. Maybe you’re spending too much time listening to what
Val says. He isn’t really the one to talk to about these kinds of
issues. Next time you just ask old Uncle Walter.”Rick spent the
next few weeks building the database by hand and conducting sales
meetings with his staff. He tried to set up meetings with Mr. Peterson,
but Val was usually too busy. One day, Rick asked Diane Able about not
being able to see Mr. Peterson and she said, “You know, you monopolized a
lot of his time early on. Those of us who worked closely with him
before you came were pushed aside so he could spend time with you. Now
it’s your turn to wait.”“Are you the one who’s been spending all the time with him?” Rick asked.“Well,
it’s been me and some of the other managers. We’ve really been taking a
beating in sales, so we need to figure out how to reduce our costs,”
Ms. Able answered.A few weeks later, Rick was called in to Val’s
office. Val began, “Rick, you know we’ve been going through some bad
times. We’re reducing head count and I’m afraid you’re one of the people
we’re going to let go. It has nothing to do with your work. You haven’t
really been here long enough to have either succeeded or failed. It’s
just that we had unrealistic expectations about how quickly things in
sales would turn around. I feel terrible having to do this and I’ll do
everything I can to help you find another job.”After packing his
things and loading up the car, Rick sat in his car and stared out of the
window. “Welcome to the real world,” he thought to himself.
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