ARTICLE 1

1.1 What Is Economics, and Why Is It Important?

Learning Objectives

By the end of this section, you will be able to:

 Discuss the importance of studying economics

 Explain the relationship between production and division of
labor
 Evaluate the significance of scarcity

Economics is the study of how humans make decisions in the face of

scarcity. These can be individual decisions, family decisions, business
decisions or societal decisions. If you look around carefully, you will
see that scarcity is a fact of life. Scarcity means that human wants for
goods, services and resources exceed what is available. Resources,
such as labor, tools, land, and raw materials are necessary to produce
the goods and services we want but they exist in limited supply. Of
course, the ultimate scarce resource is time- everyone, rich or poor,
has just 24 hours in the day to try to acquire the goods they want. At
any point in time, there is only a finite amount of resources available.

Think about it this way: In 2015 the labor force in the United States
contained over 158.6 million workers, according to the U.S. Bureau
of Labor Statistics. Similarly, the total area of the United States is
3,794,101 square miles. These are large numbers for such crucial
resources, however, they are limited. Because these resources are
limited, so are the numbers of goods and services we produce with
them. Combine this with the fact that human wants seem to be
virtually infinite, and you can see why scarcity is a problem.
Figure 1. Scarcity of Resources. Homeless people are a stark
reminder that scarcity of resources is real. (Credit: “daveynin”/Flickr
Creative Commons)

If you still do not believe that scarcity is a problem, consider the

following: Does everyone need food to eat? Does everyone need a
decent place to live? Does everyone have access to healthcare? In
every country in the world, there are people who are hungry,
homeless (for example, those who call park benches their beds, as
shown in Figure 1), and in need of healthcare, just to focus on a few
critical goods and services. Why is this the case? It is because of
scarcity. Let’s delve into the concept of scarcity a little deeper,
because it is crucial to understanding economics.

The Problem of Scarcity

Think about all the things you consume: food, shelter, clothing,
transportation, healthcare, and entertainment. How do you acquire
those items? You do not produce them yourself. You buy them. How
do you afford the things you buy? You work for pay. Or if you do not,
someone else does on your behalf. Yet most of us never have enough
to buy all the things we want. This is because of scarcity. So how do
we solve it?

Visit this website to read about how the United States is dealing with
scarcity in resources.
Every society, at every level, must make choices about how to use its
resources. Families must decide whether to spend their money on a
new car or a fancy vacation. Towns must choose whether to put more
of the budget into police and fire protection or into the school system.
Nations must decide whether to devote more funds to national defense
or to protecting the environment. In most cases, there just isn’t
enough money in the budget to do everything. So why do we not each
just produce all of the things we consume? The simple answer is most
of us do not know how, but that is not the main reason. (When you
study economics, you will discover that the obvious choice is not
always the right answer—or at least the complete answer. Studying
economics teaches you to think in a different of way.) Think back to
pioneer days, when individuals knew how to do so much more than
we do today, from building their homes, to growing their crops, to
hunting for food, to repairing their equipment. Most of us do not
know how to do all—or any—of those things. It is not because we
could not learn. Rather, we do not have to. The reason why is
something called the division and specialization of labor, a
production innovation first put forth by Adam Smith, Figure 2, in his
book, The Wealth of Nations.

Figure 2. Adam Smith. Adam Smith introduced the idea of dividing

labor into discrete tasks. (Credit: Wikimedia Commons)
The Division of and Specialization of Labor

The formal study of economics began when Adam Smith (1723–

1790) published his famous book The Wealth of Nations in 1776.
Many authors had written on economics in the centuries before Smith,
but he was the first to address the subject in a comprehensive way. In
the first chapter, Smith introduces the division of labor, which means
that the way a good or service is produced is divided into a number of
tasks that are performed by different workers, instead of all the tasks
being done by the same person.

To illustrate the division of labor, Smith counted how many tasks

went into making a pin: drawing out a piece of wire, cutting it to the
right length, straightening it, putting a head on one end and a point on
the other, and packaging pins for sale, to name just a few. Smith
counted 18 distinct tasks that were often done by different people—all
for a pin, believe it or not!

Modern businesses divide tasks as well. Even a relatively simple

business like a restaurant divides up the task of serving meals into a
range of jobs like top chef, sous chefs, less-skilled kitchen help,
servers to wait on the tables, a greeter at the door, janitors to clean up,
and a business manager to handle paychecks and bills—not to
mention the economic connections a restaurant has with suppliers of
food, furniture, kitchen equipment, and the building where it is
located. A complex business like a large manufacturing factory, such
as the shoe factory shown in Figure 3, or a hospital can have hundreds
of job classifications.
Figure 3. Division of Labor. Workers on an assembly line are an
example of the divisions of labor. (Credit: Nina Hale/Flickr Creative
Commons)

Why the Division of Labor Increases Production

When the tasks involved with producing a good or service are divided
and subdivided, workers and businesses can produce a greater
quantity of output. In his observations of pin factories, Smith
observed that one worker alone might make 20 pins in a day, but that
a small business of 10 workers (some of whom would need to do two
or three of the 18 tasks involved with pin-making), could make
48,000 pins in a day. How can a group of workers, each specializing
in certain tasks, produce so much more than the same number of
workers who try to produce the entire good or service by themselves?
Smith offered three reasons.

First, specialization in a particular small job allows workers to focus

on the parts of the production process where they have an advantage.
(In later chapters, we will develop this idea by discussing
comparative advantage.) People have different skills, talents, and
interests, so they will be better at some jobs than at others. The
particular advantages may be based on educational choices, which are
in turn shaped by interests and talents. Only those with medical
degrees qualify to become doctors, for instance. For some goods,
specialization will be affected by geography—it is easier to be a
wheat farmer in North Dakota than in Florida, but easier to run a
tourist hotel in Florida than in North Dakota. If you live in or near a
big city, it is easier to attract enough customers to operate a successful
dry cleaning business or movie theater than if you live in a sparsely
populated rural area. Whatever the reason, if people specialize in the
production of what they do best, they will be more productive than if
they produce a combination of things, some of which they are good at
and some of which they are not.

Second, workers who specialize in certain tasks often learn to produce

more quickly and with higher quality. This pattern holds true for
many workers, including assembly line laborers who build cars,
stylists who cut hair, and doctors who perform heart surgery. In fact,
specialized workers often know their jobs well enough to suggest
innovative ways to do their work faster and better.

A similar pattern often operates within businesses. In many cases, a

business that focuses on one or a few products (sometimes called its
“core competency”) is more successful than firms that try to make a
wide range of products.

Third, specialization allows businesses to take advantage of

economies of scale, which means that for many goods, as the level of
production increases, the average cost of producing each individual
unit declines. For example, if a factory produces only 100 cars per
year, each car will be quite expensive to make on average. However,
if a factory produces 50,000 cars each year, then it can set up an
assembly line with huge machines and workers performing
specialized tasks, and the average cost of production per car will be
lower. The ultimate result of workers who can focus on their
preferences and talents, learn to do their specialized jobs better, and
work in larger organizations is that society as a whole can produce
and consume far more than if each person tried to produce all of their
own goods and services. The division and specialization of labor has
been a force against the problem of scarcity.

Trade and Markets

Specialization only makes sense, though, if workers can use the pay
they receive for doing their jobs to purchase the other goods and
services that they need. In short, specialization requires trade.
You do not have to know anything about electronics or sound systems
to play music—you just buy an iPod or MP3 player, download the
music and listen. You do not have to know anything about artificial
fibers or the construction of sewing machines if you need a jacket—
you just buy the jacket and wear it. You do not need to know anything
about internal combustion engines to operate a car—you just get in
and drive. Instead of trying to acquire all the knowledge and skills
involved in producing all of the goods and services that you wish to
consume, the market allows you to learn a specialized set of skills and
then use the pay you receive to buy the goods and services you need
or want. This is how our modern society has evolved into a strong
economy.

Why Study Economics?

Now that we have gotten an overview on what economics studies,

let’s quickly discuss why you are right to study it. Economics is not
primarily a collection of facts to be memorized, though there are
plenty of important concepts to be learned. Instead, economics is
better thought of as a collection of questions to be answered or
puzzles to be worked out. Most important, economics provides the
tools to work out those puzzles. If you have yet to be been bitten by
the economics “bug,” there are other reasons why you should study
economics.

 Virtually every major problem facing the world today, from

global warming, to world poverty, to the conflicts in Syria,
Afghanistan, and Somalia, has an economic dimension. If you
are going to be part of solving those problems, you need to be
able to understand them. Economics is crucial.
 It is hard to overstate the importance of economics to good
citizenship. You need to be able to vote intelligently on budgets,
regulations, and laws in general. When the U.S. government
came close to a standstill at the end of 2012 due to the “fiscal
cliff,” what were the issues involved? Did you know?
 A basic understanding of economics makes you a well-rounded
thinker. When you read articles about economic issues, you will
understand and be able to evaluate the writer’s argument. When
 you hear classmates, co-workers, or political candidates talking
about economics, you will be able to distinguish between
common sense and nonsense. You will find new ways of
thinking about current events and about personal and business
decisions, as well as current events and politics.

The study of economics does not dictate the answers, but it can
illuminate the different choices.

Key Concepts and Summary

Economics seeks to solve the problem of scarcity, which is when

human wants for goods and services exceed the available supply. A
modern economy displays a division of labor, in which people earn
income by specializing in what they produce and then use that income
to purchase the products they need or want. The division of labor
allows individuals and firms to specialize and to produce more for
several reasons: a) It allows the agents to focus on areas of advantage
due to natural factors and skill levels; b) It encourages the agents to
learn and invent; c) It allows agents to take advantage of economies of
scale. Division and specialization of labor only work when
individuals can purchase what they do not produce in markets.
Learning about economics helps you understand the major problems
facing the world today, prepares you to be a good citizen, and helps
you become a well-rounded thinker.

Self-Check Questions

1. What is scarcity? Can you think of two causes of scarcity?

2. Residents of the town of Smithfield like to consume hams, but
each ham requires 10 people to produce it and takes a month. If
the town has a total of 100 people, what is the maximum amount
of ham the residents can consume in a month?
3. A consultant works for $200 per hour. She likes to eat
vegetables, but is not very good at growing them. Why does it
make more economic sense for her to spend her time at the
consulting job and shop for her vegetables?
 4. A computer systems engineer could paint his house, but it
makes more sense for him to hire a painter to do it. Explain
why.

Review Questions

1. Give the three reasons that explain why the division of labor
increases an economy’s level of production.
2. What are three reasons to study economics?

Critical Thinking Questions

1. Suppose you have a team of two workers: one is a baker and one
is a chef. Explain why the kitchen can produce more meals in a
given period of time if each worker specializes in what they do
best than if each worker tries to do everything from appetizer to
dessert.
2. Why would division of labor without trade not work?
3. Can you think of any examples of free goods, that is, goods or
services that are not scarce?

References

Bureau of Labor Statistics, U.S. Department of Labor. 2015. “The

Employment Situation—February 2015.” Accessed March 27, 2015.
http://www.bls.gov/news.release/pdf/empsit.pdf.

Williamson, Lisa. “US Labor Market in 2012.” Bureau of Labor

Statistics. Accessed December 1, 2013.
http://www.bls.gov/opub/mlr/2013/03/art1full.pdf.

Glossary

division of labor
the way in which the work required to produce a good or service
is divided into tasks performed by different workers
economics
 the study of how humans make choices under conditions of
scarcity
economies of scale
when the average cost of producing each individual unit
declines as total output increases
scarcity
when human wants for goods and services exceed the available
supply
specialization
when workers or firms focus on particular tasks for which they
are well-suited within the overall production process

Solutions

Answers for Self-Check Questions

1. Scarcity means human wants for goods and services exceed the
available supply. Supply is limited because resources are
limited. Demand, however, is virtually unlimited. Whatever the
supply, it seems human nature to want more.
2. 100 people / 10 people per ham = a maximum of 10 hams per
month if all residents produce ham. Since consumption is
limited by production, the maximum number of hams residents
could consume per month is 10.
3. She is very productive at her consulting job, but not very
productive growing vegetables. Time spent consulting would
produce far more income than it what she could save growing
her vegetables using the same amount of time. So on purely
economic grounds, it makes more sense for her to maximize her
income by applying her labor to what she does best (i.e.
specialization of labor).
4. The engineer is better at computer science than at painting.
Thus, his time is better spent working for pay at his job and
paying a painter to paint his house. Of course, this assumes he
does not paint his house for fun!
ARTICLE 2
The 4 Major Business Organization Forms
Business organization is the single-most important choice you’ll make
regarding your company. What form your business adopts will affect
a multitude of factors, many of which will decide your company’s
future. Aligning your goals to your business organization type is an
important step, so understanding the pros and cons of each type is
crucial.

Your company’s form will affect:

 How you are taxed

 Your legal liability
 Costs of formation
 Operational costs

There are 4 main types of business organization: sole proprietorship,

partnership, corporation, and Limited Liability Company, or LLC.
Below, we give an explanation of each of these and how they are used
in the scope of business law.

Sole Proprietorship

The simplest and most common form of business ownership, sole

proprietorship is a business owned and run by someone for their own
benefit. The business’ existence is entirely dependent on the owner’s
decisions, so when the owner dies, so does the business.

Advantages of sole proprietorship:

 All profits are subject to the owner

 There is very little regulation for proprietorships
  Owners have total flexibility when running the business
 Very few requirements for starting—often only a business
license.

Disadvantages:

 Owner is 100% liable for business debts

 Equity is limited to the owner’s personal resources
 Ownership of proprietorship is difficult to transfer
 No distinction between personal and business income

Partnership

These come in two types: general and limited. In general partnerships,

both owners invest their money, property, labor, etc. to the business
and are both 100% liable for business debts. In other words, even if
you invest a little into a general partnership, you are still potentially
responsible for all its debt. General partnerships do not require a
formal agreement—partnerships can be verbal or even implied
between the two business owners.

Limited partnerships require a formal agreement between the partners.

They must also file a certificate of partnership with the state. Limited
partnerships allow partners to limit their own liability for business
debts according to their portion of ownership or investment.

Advantages of partnerships:

 Shared resources provides more capital for the business

 Each partner shares the total profits of the company
 Similar flexibility and simple design of a proprietorship
 Inexpensive to establish a business partnership, formal or
informal

Disadvantages:

 Each partner is 100% responsible for debts and losses

 Selling the business is difficult—requires finding new partner
  Partnership ends when any partner decides to end it

Corporation

Corporations are, for tax purposes, separate entities and are

considered a legal person. This means, among other things, that the
profits generated by a corporation are taxed as the “personal income”
of the company. Then, any income distributed to the shareholders as
dividends or profits are taxed again as the personal income of the
owners.

Advantages of a corporation:

 Limits liability of the owner to debts or losses

 Profits and losses belong to the corporation
 Can be transferred to new owners fairly easily
 Personal assets cannot be seized to pay for business debts

Disadvantages:

 Corporate operations are costly

 Establishing a corporation is costly
 Start a corporate business requires complex paperwork
 With some exceptions, corporate income is taxed twice

Limited Liability Company (LLC)

Similar to a limited partnership, an LLC provides owners with limited

liability while providing some of the income advantages of a
partnership. Essentially, the advantages of partnerships and
corporations are combined in an LLC, mitigating some of the
disadvantages of each.

Advantages of an LLC:

 Limits liability to the company owners for debts or losses

 The profits of the LLC are shared by the owners without double-
taxation

Disadvantages:
  Ownership is limited by certain state laws
 Agreements must be comprehensive and complex
 Beginning an LLC has high costs due to legal and filing fees

ARTICLE 3
Types of Managers - Principles of
Management
Managers are found at multiple levels in an organization. They may
lead an entire organization as Rose Marie Bravo did at Burberry; or
they may head functions, departments, or units.

Types of Managers in Principles of Management

There are three main types of managers: general managers, functional

managers, and frontline managers. General managers are responsible
for the overall performance of an organization or one of its major self-
contained subunits or divisions.

Functional managers lead a particular function or a subunit within a

function. They are responsible for a task, activity, or operation such as
accounting, marketing, sales, R&D, production, information
technology, or logistics. Frontline managers manage employees who
are themselves not managers. They are found at the lowest level of the
management hierarchy.

For illustration, consider a large diversified enterprise like General

Electric. General Electric is active in many different businesses:
Among other things, it makes jet engines, power plants, medical
equipment, railway locomotives, and lighting products. GE also sells
insurance, owns NBC, and offers a wide range of financial services,
particularly to industrial customers. GE is organized into different
business divisions, and each division has its own functions, such as
R&D, production, marketing, sales, and customer services.

GE is thus known as a multidivisional enterprise. Multidivisional

enterprises like GE have four main levels of management: the
corporate level, the business level, the functional level, and frontline
managers. General managers are found at the corporate and business
levels. Functional managers are found within the divisions where they
manage functions or subunits within those functions. Frontline
managers are found deep within functions managing teams of
nonmanagement employees.

CORPORATE-LEVEL GENERAL MANAGERS

The principal general manager at the corporate level is the chief

executive officer (CEO), wholeads the entire enterprise. In a
multidivisional enterprise the CEO formulates strategies that span
businesses—deciding, for example, whether to enter new businesses
through acquisitions or whether to exit a business area. The CEO
decides how the enterprise should be organized into different
divisions and signs off on major strategic initiatives proposed by the
heads of divisions. The CEO exercises control over divisions,
monitoring their performance and deciding what incentives to give
divisional heads. Finally, the CEO helps develop the human capital of
the enterprise.

At General Electric Jeffery Immelt has been the CEO since 2001.
Immelt has articulated a grand vision that includes pushing GE into
environmentally friendly technologies. Immelt is doing this because
he thinks it makes good business sense. He believes that tighter
environmental standards are inevitable, that environmentally friendly
technologies are also cost-efficient, and that customers will
increasingly demand them.

Thus GE is investing in more fuel-efficient locomotives and jet

engines; coal-based power plants that use technologies to strip almost
all pollutants out; technologies for sequestering carbon dioxide
emissions; water purificationsystems; and power-generating
windmills. Under Immelt GE is also exiting some businesses that do
not fit his strategic vision, including GE’s insurance business, which
he sold to Swiss Reinsurance Co. in 2006 for $6.8 billion.

The CEO of a corporation also manages relationships with the people

who own the company— its shareholders. The CEO reports to the
board ofdirectors, whose primary function is to make sure the strategy
of the company is consistent with the best interests of shareholders.
The CEO also normally sits on the board and spends considerable
time describing company strategy to shareholders.

Members of the top management team help the CEO in all of this.
The team normally includes a chief financial officer (CFO), who is
responsible for the overall financing of the corporation. It may also
include a chief operating officer (COO), who makes sure operations
are run efficiently within the company; and in some high-technology
enterprises a chief technology officer (CTO) is responsible for
developing new technologies and products within the corporation.

BUSINESS-LEVEL GENERAL MANAGERS

With a multi divisional enterprise such as General Electric, business-
level general managershead the different divisions. GE has general
managers running its power generation business, medical equipment
business, lighting business, and so on. These general managers report
directly to Jeffery Immelt. Within an organization that is active in just
one line of business, such as Burberry or Starbucks, the business and
corporate levels are the same.

Business-level general managers lead their divisions—motivating,

influencing, and directing their subordinates—and are responsible for
divisional performance. Business-level general managers translate the
overall strategic vision for the corporation into concrete strategies and
plans for their units. Thus the head of GE’s locomotive business,
together with that team, has formulated strategies for making
locomotives more environmentally friendly.

These include the development of diesel locomotives with lower

emissions and hybrid diesel–electric engines. Business-level
managers often have considerable latitude to develop and implement
strategies that they believe will improve the performance of their
divisions, so long as those strategies are consistent with the overall
goals and vision for the entire corporation.

Businesslevel general managers organize operations within their

division, deciding how best to divide tasks into functions and
departments and how to coordinate those subunits so that strategy can
be successfully implemented. Business-level general managers also
control activities within their divisions, monitoring performance
against goals, intervening to take corrective action when necessary,
and developing human capital.

FUNCTIONAL MANAGERS

Below general managers we find functional managers, who are

responsible for specific business functions that constitute a company
or one of its divisions. Thus a functional manager’s sphere of
responsibility is generally confined to one organizational activity
(purchasing, marketing, production, or the like), whereas general
managers oversee the operation of the entire company or a self-
contained division.

The head of each function leads that function. Functional managers

motivate, influence, and direct others within their areas. Although
they are not responsible for the overall performance of the
organization, functional managers nevertheless have a major strategic
role: to develop functional strategies and draft plans in their areas that
help fulfill the strategic objectives set by business- and corporate-
level general managers.

In GE’s aerospace business,for instance, manufacturing managers

develop manufacturing strategies consistent with the corporate
objective of producing environmentally friendly products and
generating high performance.

They might, for example, decide to implement process improvement

programs to improve quality and boost employee productivity.
Moreover, functional managers provide most of the information that
makes it possible for business- and corporate-level general managers
to formulate realistic and attainable strategies. Indeed, because they
are closer to customers than are typical general managers, functional
managers themselves may generate important ideas that subsequently
may become major strategies for the company.

Thus it is important for general managers to listen closely to the ideas

of their functional managers. An equally great responsibility for
managers at the functional level is strategy implementation: the
execution of corporate- and business-level strategies.

The heads of functions are responsible for developing human capital

within their organizations. They also organize their functions into
subunits such as departments or teams; exercise control over those
subunits; set goals; monitor performance; provide feedback; and make
adjustments if necessary. Thus the manufacturing function might be
further subdivided into departments responsible for specific aspects of
the manufacturing process.
There might be a procurement department, a production planning
department, an inventory management department, and a quality
assurance department. Each department will have its own managers,
who report to their superiors, the functional heads; those managers
will be responsible for leading their units, organizing and controlling
them as necessary, strategizing for the tasks under their control, and
developing employees within their units.

FRONTLINE MANAGERS

Furthest down the management hierarchy are frontline managers, who

manage employees who are themselves not managers. A frontline
sales manager might manage 10 salespeople; a frontline manager in
manufacturing might manage a work group of employees who
physically assemble a product; and a frontline engineering manager in
a software company might manage a group of developers writing
computer code.

Most complex organizations have many frontline managers. For

example, the oil and energy company BP has some 10,000 frontline
managers who oversee 80 percent of the organization’s 100,000
employees.

They work in every part of the company— from solar plants in Spain
to drilling rigs in the North Sea and marketing teams in Chicago.
Their decisions, in aggregate, have an enormous impact on BP’s
performance. 13 Most successful managers begin their managerial
careers as frontline managers. In this job they encounter the realities
of management, which as we will see in the next section often differ
from their expectations.

Frontline managers are critical to maintaining the performance of an

organization. They lead their teams and units. They strategize about
the best way to do things in their units and about the best strategies
for their functions and the company. They plan how best to perform
the tasks of their units. They organize tasks within their teams,
monitor the performance of their subordinates, and try to develop the
skills of their subordinates.
As we saw in the case of Tim Jones at Starbucks, who was a frontline
manager responsible for the performance of an individual store,
frontline managers can have an impact significantly beyond their jobs
In some cases they can influence the destiny of an entire organization.

ARTICLE 4
10 Characteristics of an Effective Manager

Are you a manager looking to make a difference in your workplace?

Do you want to be a leader that will positively influence your team?
Whether you manage five or fifty employees, being a manager comes
with a lot of responsibility.

Here’s your guide about how to be a successful and effective

manager at your job:

Leadership

In order to be an effective manager, you need to be able to lead your

employees in an efficient manner. A lot of responsibility comes with
being a manager, and being able to lead a team is required.

Experience

If you don’t have experience working in a professional environment

and leading a team, it will be hard to step up as a manager. A great
way to gain experience in a management role is to volunteer, either
within your field or with a nonprofit. Ask to help manage and produce
events, whether it’s raising money for an organization or organizing
an event.

Communication

Being able to communicate with your team is required when being an

effective manager. This not only means communicating job
responsibilities and expectations, it means listening to your team and
working with them to produce results within their position.

Knowledge

Experience as a manager is a must but so is knowledge. There are

many different degrees offered for managers, including a bachelor’s
degree in business or a master’s degree in leadership or project
management. You can also get a certificate in project management,
entrepreneurship, ethics, or human resource management.

Organization

If you aren’t organized in your position, there’s a good chance that the
employees you manage won’t be either. There are many resources
online that can inspire you to get organized. You can also buy a
personal planner or download an app on your phone that can remind
you of meetings, tasks you need to complete every day, etc.

Time Management

Another key factor in being a successful manager is time

management. If you’re late every day, your employees might think
it’s acceptable to also be late. Time management is also important
when it comes to prioritizing your day, making sure you have time to
communicate with your employees, and accomplishing goals
throughout the week.

Reliability

A manager that is leading a team has to be reliable. This means being

available for your employees, getting things done that you said you
would, and supporting your team however needed.

Delegation

If you don’t know how to delegate projects and tasks, your role as a
manager will be a lot more difficult. Don’t be afraid to ask your
employees to help complete a task. You might think it’s easier to do
everything yourself, but this will add more time to your already busy
schedule, and you won’t be allowing your employees to do what they
were hired to do.

Confidence

To be an effective manager, you need to be confident in your abilities,

experience, and decisions. This doesn’t mean you have to be arrogant
or feel that you’re better than your employees. But you’re in a
management role for a reason, so be proud and be an inspiration to
your team.

Respect for Employees

If you don’t respect your employees, there will definitely be tension

in your workplace. Be cognizant of their time and abilities, be able to
listen and communicate with them, and be a resource of knowledge
and guidance.

How to Identify Nouns, Verbs, and Adjectives

Try these tests:
If a word is a noun:
1. It can directly follow articles (a, and, the) or quantity words (some,
a lot, ten). 
    (Nouns usually use an article, but not always.)
2. It can be pluralized. (Uncountable nouns do not have a
plural form, but you can test these by adding a quantity word
such as any or some.)
3. It can be used in the pattern: article + adjective + noun
 
Example: Is the word dance a noun?
1.  It can directly follow articles (a, and, the) or quantity words
(some, a lot, ten): The dance was held on Saturday.
2.  It can be pluralized: The dances were fast and complicated.
3.  It can be used in the pattern: article + adjective + noun: The
graceful dance. . . .
 The answer to all of these is 'yes'. The word dance is a noun.
 
If a word is a verb:
1.  It can be stated in the third person singular verb form:
2.  It can be formed with an ing ending.
3.  It can be used with a modal verb.
 
Example: Is the word dance a verb?
1.  It can be used in third person singular: He dances so well.
2.  It can be formed with an ing ending: The couple was dancing
perfectly in the competition.
3.  It can be used with a modal: They could dance all night, if
they didn't have work in the morning.
 The answer to all of these is 'yes'.  The word 'dance' is a verb.
 
If a word is an adjective:
1.  It can take the comparative ending er.
2.  It can take the superlative ending est.
3.  It can follow the verb seems.
 
Example: Is the word dance an adjective?
1.  It cannot take the ending er: dancer  (Be careful now. The
word dancer sounds right to your ear, but it's a noun, not a
comparative adjective form.)
2.  It cannot take the ending est: dancest
3.  It cannot follow the verb seems: The seems dance...
 The answer to all of these is 'no'. The word dance is not an
adjective. The word dance is both a noun and a verb.

Example: Is breathe a noun, a verb, or an adjective?

Noun:
1.  It cannot directly follow articles (a, and, the) or quantity words
(some, a lot, ten): The breathe was . . .
2.  It cannot be pluralized: The breathes were fast and
complicated.
3.  It cannot be used in the pattern: article + adjective + noun: The
noisy breathe...
 The answer to all of these is 'no'.  The word breathe is not a
noun.
 
Verb:
1.  It can be stated in the third person singular verb form:  He
breathes...
2.  It can be formed with an ing ending: He is breathing.
3.  It can be used with a modal: He must breathe to stay alive.
  The answer to all these is 'yes'.  The word breathe is a verb.
 
Adjective:
1.  It cannot take the ending er: breather (there is a word breather,
but it's used this way: to take a breather = to take a short break or
rest from a task.) You cannot say  "This air is breather than that
in Los Angeles.")
2.  It cannot take the ending est: This air is the breathest in the
country.
3.  It cannot follow the verb seems: The air seems breathe...
 The answers to all these are 'no'. The word breathe is not an
adjective, nor is it a noun. Breathe is a verb.

Is handsome a noun, a verb, or an adjective?

Noun:
1. It cannot directly follow articles (a, and, the) or quantity words
(some, a lot, ten): The handsome was...
2.  It cannot be pluralized: The handsomes  arrived...
3.  It cannot be used in the pattern: article + adjective + noun: The
smiling handsome walked...
 The answer to all these is 'no'. The word handsome is not a
noun.
 
Verb:
1.  It cannot be stated in the third person singular verb form: He
handsomes...
2.  It cannot be formed with an ing ending: He is handsoming...
3.  It cannot be used with a modal: He must handsome before
going on a date.
  The answer to all these is 'no'. The word handsome is not a
verb.
 
Adjective:
1.  It can take the ending er:   handsomer
2.  It can take the ending est: The man is the handsomest in the
county. 
3.  It can follow the verb seems: The man seems handsome...
 The answer to all these is 'yes'. The word handsome is an
adjective.

GOOD MORNING .. I HOPE ALL OF YOU STAY HEALTHY.

THE PREVIOUS ARTICLES I HAVE SENT ABOUT TENSES .
IT REFRESH YOU TO UNDERSTAND THE NEXT ARTICLES
I WILL GIVE YOU IN NEXT SESSION .

TASKS:

1. PLEASE READ THE ARTICLES CAREFULLY

AND TRY TO UNDERSTAND THE MEANING .
YOU MAY USE DICTIONARY TO IDENTIFY
THE DIFFICULT WORDS.
2. PLEASE UNDERLINE AND IDENTIFY THE VERBS
IN ALL ARTICLES YOU HAVE READ (MIN. 100
WORDS) AND LOOK FOR THE
MEANING .PLEASE MAKE A TABLE TO LEARN
EASIER .
(FOR EXAMPLE):

NO VERBS MEANING
1 RESPECT MENGHARGAI
2 INFLUENCE MEMPENGARUHI 3.
3 LEAD MEMIMPIN PLEASE
4 .. SEND
THE
5 …
7 …..
ANSWER TO MY EMAIL:
nurwulankusumadevi026@gmail.com

Date line : 11th April 2020 , 12 pm.

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THANK YOU VERY MUCH..

LECTURER : Dra. Nurwulan Kusuma Devi, MM.