Respond to the Banana Time Management case found under Course Documents. Take into account this week’s Lecture Lesson on Management Issues. Respond to the scenario and the following questions. 1) What does it mean to be paced at work? 2) Is there a difference if a machine paces your work or if the individual worker has control over setting his or her own pace or if management paces the worker? 3) What does it mean for management to pace workers in terms of profit, worker output, worker burnout, worker satisfaction, and worker turnover — new workers leaving shortly after they get hired and trained, quality control and company reputation and brand? 4) If a worker does too much work, is consolidating jobs and shifts a real issue for management? What do you mean? If worker X works really hard, will there be enough work for the night shift? Should worker X set the pace or should there only be one shift of workers and consideration made to close the plant at night to cut costs while maintaining profit? This is a question for both manufacturing industries and service providing agencies such as hospitals and the like. Consider the example of piecework in a garment factory? 24/7/365 = $ or does it? How does market competition work in this equation? 5) What does pacing and management mean for medical doctors, writers, engineers, psychologists, and studio musicians? How do you pace and manage intellectual/creative workers who are relatively autonomous in the production process? What does it mean for these types of workers in terms of their finished products? Can they be compared to factory workers and retail associates? Remember that worker output and quality control are different ideas but work hand in hand.