Strengths-Based Development (read case P93) Summary: When drought threatened the survival of Ohio farming co-op Auglaize Provico, CEO Larry Hammond changed the business model. He implemented strengths-based development to leverage the unique strengths and talents of each employee. Hammond hoped that encouraging employees to leverage their innate talents would enable them to drive the business forward. 1. Do you think it is better to focus on assessing and developing employees’ weaknesses, or to focus on their strengths? Why? 2. Why would strengths-based development increase employee engagement? 3. If you were a manager, how might you interact with employees differently if you were using strengths-based development rather than deficit-based development?

What is credit and debit in accounting

Select the correct answers. mila is at a flea market. she has $50 in her wallet. she decides that she will spend $15 on jewelry, $20 on a pair of jeans, $5 on a t-shirt, and $10 on something to eat. she likes a one-of-a-kind t-shirt, but the seller is not ready to sell it for less than $8. she thinks of five ways to deal with this situation. which two choices indicate a trade-off?

You are the manager of the packaging department in a cookie factory. (obviously, the packaging employees cannot eat the cookies that are transferred in during the period.) after your employees insert cookies into colorful packages (step 1) for display on store shelves, the packages of cookies are then boxed using cardboard cartons (step 2) for shipment to stores. each unit of product is represented by a carton of packaged cookies. the packaging department began the period with 1,000 units of cookies. during the period, 5,000 units of cookies were transferred in from the baking department and 5,500 units of cookies were transferred out to the finished goods department. the number of units of cookies in the ending inventory of the packaging department equals: