As manager of the accounting department at the low price warehouse, babette noticed that the cohesion of the collections team was rather low. each team member was assigned a section of the alphabet, a-d, e-g, etc., and was responsible for calling only those customers within that particular range. in terms of division of labor, this worked well, but it also kept her employees in their own specific bubbles, resulting in few interactions between team members. to address this, babette instituted mandatory friday afternoon meetings where she would provide coffee and brownies, and employees would pair up, and each person would present the other’s weekly report to the entire group. she felt this would give the entire team a sense of what others were working on and would encourage healthy competition once everyone knew what everyone else’s stats were. as soon as she began holding the meetings, one of her best employees, jermaine, began leaving the office just before the meetings began. he always turned his reports into her before he left, and they were always accurate and well written, but he never showed up at the meetings. when babette talked to jermaine about his absences, he sheepishly explained that he had a fear of talking in front of groups. applying the concepts behind secondary appraisal, how should babette deal with jermaine’s avoidance issue?

Imagine us is a startup that offers high definition 3d prenatal ultrasounds for high-end customers. the service process includes four activities that are conducted in the sequence described below. (the time required for each activity is shown in parentheses): activity 1: welcome a patient and explain the procedure. (20 minutes)activity 2: prep the patient (e.g., show them to the room, apply ultrasound gel). (17 minutes) (*your id number represents the amount of time needed to complete this task)activity 3: take images. (5 minutes)activity 4: discuss diagnostic with patient. (20 minutes)at each location there are employees (servers) s1, s2, and s3. the assignment of tasks to servers is the following: s1 does activities 1 and 2.s2 does activity 3.s3 does activity 4.a. what is the capacity of this process (in customers per hour)? b. suppose 3 patients arrive every hour on average. ignoring any “start of day” or “end of day” effects, what are the utilizations of all three servers (%)? c. suppose each activity can be done by any server and any server can do any set of activities. however, each activity is done by only one server. for example, a possible assignment includes: s1 does activity 1, s2 does activity 2, and s3 does activities 3 and 4. of course, the original assignment of servers to activities is also feasible. what is the maximum capacity of the process (in customers per hour)? d. now consider the capacity measures in (c) and (a), what is the percentage change? why can you improve capacity without using additional resources? (there is no free lunch, right? )note: for all hw assignments, show your process of getting the results. only providing the final answers is not acceptable and will get 0%. if necessary, use a separate sheet of paper to show your work.