kmarks
1.
Loren, the new manager, is the
of compassion; just yester-
day, she fired two people because they were late to work once this week.
Corporate headquarters, upset with declining sales, appointed Loren to
replace a[n]). I manager who had been spotted on the golf course
during work hours one-too-many times..
Lared's many changes and
to company guidelines caused
a[n] L in both the warehouse and the salesroom. Employees
faced evaluations and new instructions that drove many to resign; howev-
er, it was all just a part of Loren's plan. The people who quit, she reasoned,
were just
to meeting the expected monthly profit margin.
Loren ,spent the first two weeks familiarizing herself with the
L of shelves and palettes in the warehouse. Shreds of textiles lit-
tered parts of the packaging area; some were hefty snippets of wool, and
others were
scraps of silk that hovered in the gust created by
passing forklifts. She occasionally stopped to introduce herself to the work
ers, but she ceased her introductions after noticing the regular look of
on workers' faces as they scrambled to look busy or stumbled
over the proper responses to her questions. After the first round of resigna-
tions and firings, most of the workers were intimidated by Loren's
management techniques.