Chuck sox makes wooden boxes in which to ship motorcycles. chuck and his three employees invest a total of 40 hours per day making the 200 boxes. a) their productivity = nothing boxes/hour (round your response to two decimal places). chuck and his employees have discussed redesigning the process to improve efficiency. suppose they can increase the rate to 400 boxes per day. b) their new productivity = nothing boxes/hour (round your response to two decimal places). c) the unit increase in productivity is nothing boxes/hour (round your response to two decimal places). d) the percentage increase in productivity is nothing% (enter your response as a percentage rounded to two decimal places).

When paul o’neill joined alcoa as ceo, he set a , that there would be zero workplace accidents. a lot of people in the organization thought this was impossible given how dangerous some aluminum-manufacturing jobs are, but alcoa’s safety record improved tremendously. as the board of governors of the american red cross considers planning, one option is to make strategic plans and then direct managers to align tactical and operational plans accordingly. another option is to have planning specialists managers across the organization make their own plans. why might this organization’s executives opt for the latter approach? check all that apply. (a) the environment is a dynamic one, and department and frontline managers can come up with more responsive plans than can central leadership. (b)resources will be better coordinated across the organization in support of the overall strategy.(c) senior leadership will have more control over the organization’s direction. (d)when managers come up with their own plans, they are likely to be more committed to following through on them.