1. Which of the four types of organizational systems control did Sue Lee use in allowing employees to go home early when they finished their work?
2. Explain how Sue Lee used the control systems process in the case.
3. Did Sue Lee develop complete standards in all five areas and did employees resist the controls?
4. Which type of control frequency and method did Sue Lee personally use in letting employees leave when they had met the quota/standard of 53 shirts?
5. How was the new control method supposed to affect the financial performance of Sue Lee Clothes?
6. Are there any potential problems with Kay’s adjusting her machine?
7. Should Jack keep the control system the way it is now and continue to let Kay leave two hours earlier than the other employees? If not, what should she do?
8. Does the increased production/productivity pose any potential threat to employees? Explain.
9. Which internal environmental factor is the major issue to this case?
10. How does the global village affect Sue Lee Clothes?
11. (a) Was the change at Sue Lee a strategic or operational one? (b) What was the role of objectives in this case? (c) Which functional area was affected?
12. Which job design did Kay use to increase productivity?
13. What type of change was made by Kay to increase productivity?
14. What (a) Content, (b) Process, and (c) Reinforcement motivation theories were used by Sue Lee when she changed the standard to allow employees to go home early?