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Ebook Contemporary Business 15Th Edition Boone Solutions Manual Full Chapter PDF
Ebook Contemporary Business 15Th Edition Boone Solutions Manual Full Chapter PDF
CHAPTER 9
Vocabulary
LO 9.1: 1. b, 2. a, 3. a, 4.d.
LO 9.2: 1. T, 2. F, 3. T, 4. T, 5. T, 6. F
LO 9.3: 1. a, 2. d, 3. c, 4. a.
The five stages of group development are:
1. Forming: Orientation, breaking the ice; leader facilitates social
interchanges.
2. Storming: conflict, disagreement; leader encourages participation,
differences surface.
3. Norming: establishment of order and cohesion; leader helps clarify team
roles, norms, and values.
4. Performing: Cooperation, problem solving; leader facilitates task
accomplishment.
5. Adjourning: Task completion; leader brings to closure and signifies
completion.
LO 9.4: 1. T, 2. T, 3. F, 4. T, 5. F.
LO 9.5: 1. While diversity brings stimulation, challenge, and energy, it can also lead
to conflict. The job of the manager is to create an environment in which
differences are appreciated and in which a team of diverse individuals
works productively together. Diversity awareness training programs can
reduce conflict by bringing these differences out in the open and
identifying the unique talents of diverse individuals.
Solutions 9-2
2. The key to dealing with team conflict is not avoiding it, but making sure
that the team experiences the right kind of conflict. Cognitive conflict
focuses on problem-related differences of opinion and, when reconciled,
strongly improves team performance. By contrast, affective conflict
refers to the emotional reactions that can occur when disagreements
become personal rather than professional, and these differences strongly
decrease team performance. A team leader can manage team conflict by
fostering good communication so team members perceive each other
accurately, understand what is expected of them, and obtain the
information they need.
LO 9.6: 1. F, 2. F, 3. T, 4. T, 5. T, 6. F
LO 9.7: 1. T, 2. T, 3. F, 4. T, 5. F, 6. T.
Self Review
Application Exercises
2. a. Cynical listening.
b. Active listening.
c. Polite listening.
d. Offensive listening.
1. A sender must come up with some idea to communicate, and then encode that idea into a
form that can be transmitted through some channel. When the audience receives the
message it must be decoded, and its meaning extracted. Throughout this process there is the
likelihood that noise (a sound, someone’s defensiveness, or anything else that may distort
Solutions 9-3
the meaning of a message) may interfere with the process. It is extremely important that
feedback be solicited so that the sender can be sure the receiver understood the intended
message. Good listening is critical to good communication. In every communication, there
is both a sender and a receiver. Listening skill helps you get feedback when you are the
sender, and is crucial to making the appropriate response, asking the right question, ore
giving sensitive input that will quell conflict. You can’t be a good communicator until you
become a good listener!
2. Although no ideal size limit applies to every team, research on team effectiveness indicates
that they achieve their best results with about 6 or 7 members. A group of this size is big
enough to benefit from a variety of diverse skills, yet small enough to allow members to
communicate easily and feel part of a close-knit group. Certainly, groups smaller or larger
than this can be effective, but they also create added challenges for team leaders.
Participants in small teams of two to four members often show a desire to get along with
each other. They tend to favor informal interactions marked by discussions of personal
topics, and they make only limited demands on team leaders. A large team with more than
12 members poses a different challenge for team leaders because decision making may
work slowly and participants may feel less committed to team goals. Larger teams also tend
to foster disagreements, absenteeism, and membership turnover. Subgroups may form,
leading to possible conflicts among various functions. As a general rule, a team of more
than 20 people should be divided into subteams, each with its own members and goals.
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There I first met Mr. Frederick E. Sickels, the inventor of the trip
cut-off; that immortal man who conceived the idea of tripping the
valve mechanism of a steam-engine at any point in its opening
movement, thus releasing the valve and permitting it to be suddenly
closed. He had come over to exhibit his steam steering gear, which
is now used throughout the world. It was astonishing how little
attention it attracted. He had it connected and showed it in operation.
While he turned the wheel precisely as the steersman did, the steam
did all the work of moving the rudder and holding it in any position.
Nobody seemed to take the slightest interest in it. I attributed this
largely to his mistake in showing a very rough affair, the very thing
which he thought would add to its effect. He had an apparatus that
had been used on a coasting steamer which was captured by the
Confederates and employed by them as a blockade-runner, and
afterwards captured by our cruisers, taken into New York and
condemned. He bought this gear out of it at auction and sent it to the
exhibition just as it was. He believed that the more evidences of
neglect and rough usage it showed, the greater admiration its perfect
action would inspire. He learned better. Polished iron and brass and
mahogany would have led people to believe that he himself thought
it was worth showing properly.
The picture gallery in the second story of the main building of this
exhibition was really wonderful. Its most prominent feature was a
collection of paintings representing the progress of British art from
the days of Hogarth. All Europe was represented. I was told that the
entire wall surface was seven eighths of a mile long.
We also had a gallery of American art, consisting of a number of
remarkable large photographs of the Yosemite Valley, California, and
one painting. Mr. J. F. Cropsey, an American landscape artist of
considerable celebrity at home, had formed a scheme for
establishing himself in London. He took with him a number of his
works. His pièce de résistance was “Autumn on the Hudson,” which
was greatly admired and for which he was offered a large price, but
he preferred to show it in London. He had sent it to the National
Gallery, and, to his consternation, it was refused, the committee
declaring that there were no such colors in nature. It also offended
the English taste, by which our autumnal tints are regarded as “very
gaudy,” so he hung it in Mr. Holmes’ office at the exhibition. He and I
had each a lot to learn about the way things look to our cousins.
CHAPTER VIII
Sale of Governors. Visit from Mr. Allen. Operation of the Engine Sold to Easton,
Amos & Sons. Manufacture of the Indicator. Application on Locomotives.
The diagrams from the Great Eastern engines were, on the whole,
the best which were taken by us. On one of these trips I was able to
get the accompanying most interesting pair of diagrams, which were
published by me in the appendix to my treatise on the Indicator. One
of them was taken at the speed of 50 revolutions per minute, and the
other at the speed of 260 revolutions per minute, running in the
same notch with wide-open throttle. The steam pressure was higher
at the rapid speed. They afford many subjects of study, and show the
perfect action of the indicator as at first turned out, at this great
speed. I learned afterwards that the almost entire freedom from
vibration at the most rapid speed was due to the gradual manner in
which the pressure fell from the beginning of the stroke. This fall of
pressure before the cut-off I fancy was caused largely by a small
steam-pipe.
Our last diagrams were taken from a locomotive on the London
and Northwestern, by the same four operators as on the Great
Eastern trips. We ran from London to Manchester. On our return trip
Mr. Webb joined us at Crewe, and accompanied us to London. I am
sorry to say that in one respect the revelation of the indicator here
was almost inconceivably bad. Mr. Ramsbottom did not protect his
cylinders, but painted these and the steam-chests black, and in this
condition sent them rushing through the moist air of England. If the
steam cooled by “Mr. Beattie’s refrigerators” was wet, that in Mr.
Ramsbottom’s cylinders seemed to be all water. A jet of hot water
was always sent up from each of the holes in the cover of the spring
case to a height of between one and two feet. We had much trouble
to protect ourselves from it, and it nearly always drenched the
diagram. I never saw this phenomenon before or since. I have seen
the steam blow from the indicator cocks white with water when the
indicators were removed. But I never saw water spurt through the
spring-case cover, except in this instance. Truly, we said to each
other, Mr. Ramsbottom has abundant use for his trough and scoop to
keep water in his tanks. It was on this trip that I observed how
enormously the motion of a black surface increased the power of the
surrounding air to abstract heat from it. While we were running at
speed I many times laid my hand on the smoke-box door without
experiencing any sensation of warmth. I wondered at this, for I knew
that a torrent of fire issuing from the tubes was impinging against the
opposite surface of this quarter-inch iron plate. In approaching
Rugby Junction I observed that the speed had not slackened very
much when I could not touch this door, and when we stopped,
although the draft had mostly ceased, I could not come near it for the
heat. At the full velocity with which the air blew against this door the
capacity of the air to absorb heat evidently exceeded the conducting
power of the metal.
W. H. Maw
CHAPTER IX
Engine Bed Designed by Mr. Porter. Engraving made from an Old Print.
It occurred to me that the best features of the Corliss and the
Richards designs might be combined to advantage. This idea I
worked out in the bed shown in the accompanying illustration, taken
from a circular issued by Ormerod, Grierson & Co., of Manchester,
and which was made from a photograph of an engine sent by that
firm to the Oporto International Exhibition in 1865. It will be seen that
this is Mr. Richards’ bed with the cylinder bolted to the end after Mr.
Corliss’ plan. The great strength of the bed enabled the supports
under the cylinder to be dispensed with. This left the cylinder free to
expand by heat, and made it convenient to attach the steam or
exhaust connections or both underneath. This bed has remained
without change, except in one important respect. I made the first
cylinders with a bracket which was keyed up from the base of the
bed. In the illustration a corner of this bracket appears. At the Paris
Exposition in 1867 Mr. Beyer, of the firm of Beyer & Peacock, the
Manchester locomotive-builders, when he saw it, told me I did not
need that bracket. I then left it off, but found the cylinder to wink a
little on every stroke when the heavy piston was at the back end. To
find the weak place, I tried the following experiment on an engine
built for the India Mills in Manchester. I filed two notches in the edges
of the brackets on the bed, opposite each other and about ten inches
forward of the head, and fitted a piece of wire between them. This
wire buckled very decidedly on every revolution of the engine, when
the piston was at the back end of its stroke. I then united these
brackets into a hood, and lengthened the connection with the surface
of the bed, as it is now made. This affords a perfect support for the
cylinder. Experiments tried at the Cambria Iron Works on a cylinder
of 40-inch bore and 48-inch stroke, with a piston weighing 3600
pounds and running at 100 double strokes per minute, showed the
back end of the cylinder standing absolutely motionless. This
experiment will be described hereafter.